*Best HR and Employment Law Consultancy in London 2024*

An executive award winning Human Resources & Employment Law consulting firm.

We work with employers on preventative measures to avoid employment claims being brought against them, also with employers who value their employees and are committed to bringing the best out of them to drive innovation and success for their business. 

Complying only with employment laws never kept employers out of tribunal courts, right? However, being ETHICAL does. Our approach to HR is strategic and puts the human back into Human Resources via evidence-based HR practices, and that’s what sets us apart from others.

Our unique pricing structure ensures you pay for the value and impact of our HR approach as opposed to an off-the-shelf solution. Our Tier 3 'in-house out sourced HR' costs just under the cost of a national minimum wage salary, for top level expertise. 

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

Manager: It's the 4th time he's made this mistake! Can we sack him?

HR: No, we need to go through a fair process to address this. 

Manager: He's taken too much time off work and doesn't seem connected.

HR: So, is it a performance issue or attendance issue?

Manager: Can we just get rid?

HR: Have you informally raised concerns about his performance?

Manager: No, I assumed you're there to dismiss should this happen?

HR: Absolutely, if you want a first class ticket to Tribunal.

__

HR exists to resolve matters, retain good talent and prevent issues. Not to sack people the very moment you perceive there's an issue.

And your policies are only as good as leadership perception and application.

Sure, you may not always know when to report issues to HR.

But if your HR isn't keeping communication channels open and allowing for feedback loops with you, you're going to get an answer you don't want.

So, here's a step by step process you can follow now to avoid issues becoming detrimental;

→ Have a clear disciplinary and capability policy: ensure wording removes any unconscious gender biases associated with performance and attendance, for example

→ Publicise your policy: it's no good sitting on the intranet. In some cases, you may have to prove you have distributed them to all

→ Address issues early: follow our LEAF framework to deliver instruction in a way that will be heard and followed. We have a free module available as part of our wider leadership program - sign up here to get it for free https://lnkd.in/eEPWbNJx

→ Get your HR involved: Don't wait for a fire, nor the smoke. HR is your sounding board, your voice of reason. Utilise them.

→ Document everything: Don't make accusations you can't back up.

And from there, we can take care of the rest.

We might just hand you back a fully engaged and motivated employee.

It's not magic. 

It's HR. 

Want to chat - book a call straight into my diary here: https://lnkd.in/eatJrPBu

𝗛𝗶, 𝗜’𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁.
𝗜’𝗺 𝘁𝗶𝗿𝗲𝗱 𝗼𝗳 𝗛𝗥 𝗵𝗼𝘁𝗹𝗶𝗻𝗲𝘀, 𝘁𝗼𝗼.
𝗪𝗲 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗛𝗥 𝗺𝗶𝗻𝗲𝗳𝗶𝗲𝗹𝗱𝘀 𝘆𝗼𝘂 𝗱𝗶𝗱𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝗵𝗮𝗱.

𝗠𝘆 𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗶𝘀 𝘁𝗼 𝗲𝗺𝗯𝗲𝗱 𝗴𝗲𝗻𝗱𝗲𝗿 𝗲𝗾𝘂𝗶𝘁𝘆 𝗶𝗻𝘁𝗼 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - 𝗳𝗼𝗿 𝗺𝗲𝗻 𝗮𝗻𝗱 𝘄𝗼𝗺𝗲𝗻 𝗮𝗹𝗶𝗸𝗲.

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Amanda O'Hare | LinkedIn

Founder, CEO. Uncovering the hidden Gender Perception Gap affecting both men & women- in everyday HR + leadership decisions *All Inclusive HR Dept for Less Than Minimum Wage*

Manager: You're not ready for the promotion, yet.
Employee: What am I missing?
Manager: Errmmmm...

Employee: What is the criteria being measured for the position?

Manager: Drive. Ambition. Leadership.

Employee: How are you measuring this?

Manager: I've been doing this a long time, I know when someone is ready for a promotion - you're just not quite there.

___

You're thinking - this is a very common leader-subordinate conversation.

You see it all the time.

Perhaps you've said these words to someone on your team before.

You go ahead and offer someone else the role.

But what you don't see is the damage your decision just made.

As HR, we won't make promotion decisions for you.

But what I will tell you is this - your decision is biased.

You have a perception of the perfect candidate for the promotion. And sure, maybe the other person is a good choice.

But here's where you created risk:

You don't have a clear process for measuring promotion readiness→ you're probably just looking at financial data

You don't have a clear reason for rejection → it just reeks of favouritism of another employee

You failed to objectively describe what you're looking for in a suitable employee → you've just diluted your authority by showing obscurity 

Yet, most people in leadership face difficulty having these conversations-

And in many of these case when we apply our proprietary Gender Equity Diagnostic...

we find hidden, unconscious connections to gender biases in your decision making. 

A gap you never knew existed.

It's no wonder sex discrimination claims are on rise - because nobody knows their doing it!

So, here's a process I want you to follow to avoid biases in your promotion decisions;

→ Introduce a promotions and development policy: ensure you refer the company's endeavours to prevent gender biases in decision making 

→ Consider what criteria will be scored: avoid any metric that would immediately pose a detriment to all men, or all women

→ Remove gender tags and employee names: judge on meeting notes/CVs only

In doing this - you're not just 'being compliant'-

You're shaping that magic C word (culture) that everyone seems to know everything about but never how to create a positive one.

If you want to be heard, be influential and be seen as a confident decision maker - 

go a step further and spend just a few minutes watching my FREE video course available here https://lnkd.in/e_kr4HFz on how to do just that.

𝗛𝗶, 𝗜’𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁.
𝗜’𝗺 𝘁𝗶𝗿𝗲𝗱 𝗼𝗳 𝗛𝗥 𝗵𝗼𝘁𝗹𝗶𝗻𝗲𝘀, 𝘁𝗼𝗼.
𝗪𝗲 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗛𝗥 𝗺𝗶𝗻𝗲𝗳𝗶𝗲𝗹𝗱𝘀 𝘆𝗼𝘂 𝗱𝗶𝗱𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝗵𝗮𝗱.

𝗠𝘆 𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗶𝘀 𝘁𝗼 𝗲𝗺𝗯𝗲𝗱 𝗴𝗲𝗻𝗱𝗲𝗿 𝗲𝗾𝘂𝗶𝘁𝘆 𝗶𝗻𝘁𝗼 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - 𝗳𝗼𝗿 𝗺𝗲𝗻 𝗮𝗻𝗱 𝘄𝗼𝗺𝗲𝗻 𝗮𝗹𝗶𝗸𝗲.

Founder, HR Habitat: Uncovering Hidden Perceptive Biases (affecting both men + women) in Everyday People Management Decisions. *All Inclusive HR Dept for Less Than Minimum Wage*

"Can we postpone your performance review, something came up?"
Congratulations. You just diluted your authority.

Sound familiar?

This is your work-life biography of all the 'innocent' things you've said to your team-

and they've cost you

without you realising.

→ "Can we postpone your performance review, something came up?"

Congratulations. You just diluted your credibility. 

→ "I've been made aware of some issues about your performance" 

You're accusing, not asking. You sound insecure and unsure.

→ "The client was so happy with the report!"

Ok, great, but were YOU, the manager happy?

And if so, why not express it? It's borderline a toxic trait.

→ "How can I help you with your mental health?"

Wrong question. You're expecting them to do YOUR job. 

Ask what barriers are they are facing, and then do the work to remove them.

→ "Sure, work from home if you want"

Really this means they haven't the slightest chance of being put forward for the next promotion due to the implicit biases you have about remote workers...

...(often gender biases since more women work from home).

See, small actions are a mirror to your management abilities. It's the window to your subconscious perceptions about people at work.

Even if you can't see it. 

It's why so many employers argue "I'm not gender biased" when they have been accused of sex discrimination.

Because bias, particularly gender bias, is easy to perpetuate, hard to spot, and lives in all parts of people matters - 

Even that performance review you've had to postpone. 

So, to prevent 'small actions' from being seen as biased, here's what I want you to do;

↳ Check the policies first: most managers have no idea they exist. Ask HR what they mean and what your obligations are. 

↳ Assess before you address: Would it really impact anything detrimentally if you attended the performance review? 

If so, address it, tell your team member. If not, don't postpone.

↳ Put people strategies and business decisions through our proprietary bias diagnostic: 
this should be normal practice to find hidden biases in your everyday leadership actions (register interest here https://lnkd.in/eY25nS4g) 

If you want to be heard,

be an influence,

and be seen as a confident decision maker - 

go a step further and spend just a few minutes watching my FREE video course available here 𝗵𝘁𝘁𝗽𝘀://𝗹𝗻𝗸𝗱.𝗶𝗻/𝗲_𝗸𝗿𝟰𝗛𝗙𝘇 on how to do just that.

The power of consciously leading cannot be underestimated.

It's the key to being seen, heard and influential with the rise of discrimination claims we see today.

_____

𝗛𝗶, 𝗜’𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁.𝗜’𝗺 𝘁𝗶𝗿𝗲𝗱 𝗼𝗳 𝗛𝗥 𝗵𝗼𝘁𝗹𝗶𝗻𝗲𝘀, 𝘁𝗼𝗼.

𝗪𝗲 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗛𝗥 𝗺𝗶𝗻𝗲𝗳𝗶𝗲𝗹𝗱𝘀 𝘆𝗼𝘂 𝗱𝗶𝗱𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝗵𝗮𝗱.
𝗠𝘆 𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗶𝘀 𝘁𝗼 𝗲𝗺𝗯𝗲𝗱 𝗴𝗲𝗻𝗱𝗲𝗿 𝗲𝗾𝘂𝗶𝘁𝘆 𝗶𝗻𝘁𝗼 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - 𝗳𝗼𝗿 𝗺𝗲𝗻 𝗮𝗻𝗱 𝘄𝗼𝗺𝗲𝗻 𝗮𝗹𝗶𝗸𝗲.

"You had a miscarriage? That's no reason to take time off".
That's what my boss told me, ten years ago.

Not in those exact words. But in worse ways. 

He said it through his actions, behaviour and decisions. 

Ten missed calls, seven WhatsApp messages and eight emails. 

All dismissing my experience, my medical condition, and worst of all - 

threatening to force me back into work before I was ready. 

Fast forward a few years, in another job, I was told I would be promoted to HR Director.

I shared my pregnancy with the Board - the best bosses I ever had, I might add.

Do you think they celebrated? 

Not a chance. 

They shut me down, refused to speak to me, and hired someone else-

Even though the role was promised, even though I had the respect of my team and manager. 

My manager there was the best I’d ever worked for. 

So, what went wrong? 

I asked myself the same question over and over. 

I had difficult conversations, pushing for fairness for everyone else;

For women with bad periods, men doing school runs. 

And then I saw the pattern. 

The ‘best boss ever’ had biases lurking in the background. 

Biases rooted in gender. 

The man passed up for promotion because he had family responsibilities - because ‘men don’t do school runs’. 

The woman dismissed because she should ‘just work harder’ despite suffering a real female health condition. 

This isn’t just about individual cases. 

It’s about recognising the unconscious biases embedded in leadership perceptions. In all our perceptions. 

It’s about fighting for fairness, not just for women, but for men, too. 

Ask yourself- 

Are we really doing enough? 

Or are we just pretending? 

Or worse, are you waiting for an employee to take you to court claiming sex discrimination before tackling the very issues you have?

You'll never see it coming.

Because, how can we factor in gender perception biases if we don't know we have them?

How can we make genuine change of all we do is react to these issues instead of choose to be better leaders?

It’s time to challenge the status quo. 

The leadership program I created does something no other program does.

While I teach you all things traditional leadership, we tackle it through the lens of perception bias.

Because only then will we see a change. 

Register your interest here https://lnkd.in/eEWWybdG (cohort from Jan 2026). 

For some immediate insight on your current biases you don't know you have , take my 2 min scorecard now https://lnkd.in/eSsM-XeH.

𝗛𝗶, 𝗜’𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁.
𝗜’𝗺 𝘁𝗶𝗿𝗲𝗱 𝗼𝗳 𝗛𝗥 𝗵𝗼𝘁𝗹𝗶𝗻𝗲𝘀, 𝘁𝗼𝗼.
𝗪𝗲 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗛𝗥 𝗺𝗶𝗻𝗲𝗳𝗶𝗲𝗹𝗱𝘀 𝘆𝗼𝘂 𝗱𝗶𝗱𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝗵𝗮𝗱.

𝗠𝘆 𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗶𝘀 𝘁𝗼 𝗲𝗺𝗯𝗲𝗱 𝗴𝗲𝗻𝗱𝗲𝗿 𝗲𝗾𝘂𝗶𝘁𝘆 𝗶𝗻𝘁𝗼 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - 𝗳𝗼𝗿 𝗺𝗲𝗻 𝗮𝗻𝗱 𝘄𝗼𝗺𝗲𝗻 𝗮𝗹𝗶𝗸𝗲.

He said, "need to leave work at 2pm for school runs"
A week later he's called in a 'performance chat'

The thing is-

I believe you. You have concerns about his performance.

But the Tribunal won't.

Here's what happened;

You asked him to complete a report - it wasn't done.

You gave him extra time - you received a half hearted effort.

Then - you get that email about leaving early for school pickup. 

But here what I see, that you don't;

You asked him to complete a report → but you didn't specify deadline/purpose

You gave him extra time → without understanding what a reasonable extension was

He emailed asking to leave early → you used that as an excuse to address performance

Because when you don't address issues timely, you're being biased. Plain and simple.

How? 

You're creating a systemic difference between what the policies state about managing performance and how you react to those concerns.

You're magnifying that people are treated inconsistently, therefore unfairly.

And what's worse - your actions prove a hidden gender perception bias against men who do school pick ups.

I mean, why else did you wait until that point to address the unfinished report?

And let's be honest-

The unconscious (or perhaps conscious) perception is that mums do school rounds. Not dads.

And therefore, your actions will consciously allow women reasonable adjustments to allow for childcare responsibilities...

And unconsciously treat men differently in the same circumstances. 

So, when a client approaches me and says "we have a performance concern"

I'll believe you.

And I'll run the matter through our IP'd GED tool (Gender Equity Diagnostic) too, to find those hidden, invisible gender biases that are treated as sex discrimination claims in Tribunal....

As I always say-

You may not intentionally treat a man or a woman unfairly - 

but your subconscious gender perceptions about people will result in unfair treatment. 

Do better in 2026.

Start now- take my 30 second scorecard for a free report on all areas we can help you find those hidden biases https://lnkd.in/eSsM-XeH

Two identical sickness texts. Two completely different judgments.

One text is from a man. 

The other, a woman. 

The immediate thoughts are that you expect it from her, because you know….”women’s issues”. 

But coming from him- 

He’s a man. He’s got to “suck it up”. “He’s not committed to work”. 

See, we all have gender biases. 

And often, we don’t know we have them. 

Because they live deeply imbedded into our subconscious minds-

The part of the mind that contains your thoughts, ideas, and perceptions that you’re not consciously aware of……

but still influences your behaviours and decisions. 

Gender biases are amongst those hardest to spot because it’s also deeply ingrained in social norms. 

It’s often systemic.

As leaders and managers, you can’t account for what you don’t see. 

Yet, those bias judgments shape your reactions. 

And you’re busy following sickness protocol to ensure you’re acting lawfully. 

You call HR to make sure you sent the correct text response. 

You note the absence dates in the time management system. 

You think you’ve done it all correctly.

Until someone accused you of gender bias.

See, managers rarely consider biases they can’t see, because they think it just doesn’t exist. 

A great leader can scrutinise their own ideas, perceptions and decisions. 

It takes you from good to great. 

From just scraping lawful compliance to imbedding it in practice. 

We all have a choice. 

Ready to consider how your gender biases impact the next people decision you make? 

Start by taking my free 60 second scorecard with a short series of yes/no questions. https://lnkd.in/eSsM-XeH

You get an immediate free report of findings and my team and I will send you a free e-book filled with leadership frameworks and strategies you can follow today that will help you eliminate hidden perception biases in your decisions.

tribunalsafehr.scoreapp.com

Would Your Current HR & Leadership Practices Survive a Tribunal?

She texted "I'm too sick to come to work today". She LIED to you.

You receive this text at 7am...

you know it's a sickness text before you even open it.

She has endometriosis, she's poorly today, won't be in, it says.

You immediately roll your eyes thinking "we have a important project on"

but then proceed to texting back "no, worries, sorry to hear it, get well soon!".

You know you responded appropriately.

But, when she returns to work you...

⇾ take her out of email chains (incase she's off sick again)
⇾ give her portion of the client deck to someone else so no deadlines are missed
⇾ forget to log her sickness dates into the HR system, because it's so busy

A week later she asks why you treated her 'differently'.... 'unfairly'.

You're shocked. You did everything by the book.

You CONSCIOUSLY text a reasonable response.

And another week later she's sick again - this time, the flu.

But really -

she feels undervalued.

Dismissed.

She's disengaged.

Not because of the flu, but because you created invisible barriers where she can't be who she is - a woman with endometriosis. 

Because here's what you don't see.

You are biased. Specifically, gender biased. 

Because-

taking her out of email chains
isn't contingency planning → it's ignoring her female health issues

giving her deck task to another team member
isn't filling the absence gaps → it's telling a woman she's not capable

forgetting to log her sickness
wasn't by accident → it's inconsistent record keeping resulting in barriers connected to her condition

You didn't deliberately discriminate. 

but it happened - systemically.

You unconsciously allowed a system to play out differently for her than you would for a male employee.

And it stems from your unconscious perceptions of how men and women are managed in absences, performance etc.

The bias is hidden. Unintentional. Invisible. 

And this proves my philosophy-

that everyday people management matters are subconsciously perceived/approached differently depending on gender.

These unconscious perceptions shape our decisions.

Therefore, those decisions are, gender biased.

And it doesn't just affect women. It affects men, too.

So, unless you're assessing impact to both men and women on ALL your people decisions-

You will find that that's biases in your actions. 

If you have anything to do with managing people, you'll want my free video module on giving bias-free feedback/instruction to both men and women in the workplace.

Let's start there. Get it here https://lnkd.in/etHrWiuN 

____

𝗛𝗶, 𝗜’𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁.
𝗜’𝗺 𝘁𝗶𝗿𝗲𝗱 𝗼𝗳 𝗛𝗥 𝗵𝗼𝘁𝗹𝗶𝗻𝗲𝘀, 𝘁𝗼𝗼.
𝗪𝗲 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗛𝗥 𝗺𝗶𝗻𝗲𝗳𝗶𝗲𝗹𝗱𝘀 𝘆𝗼𝘂 𝗱𝗶𝗱𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝗵𝗮𝗱.

𝗠𝘆 𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗶𝘀 𝘁𝗼 𝗲𝗺𝗯𝗲𝗱 𝗴𝗲𝗻𝗱𝗲𝗿 𝗲𝗾𝘂𝗶𝘁𝘆 𝗶𝗻𝘁𝗼 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - 𝗳𝗼𝗿 𝗺𝗲𝗻 𝗮𝗻𝗱 𝘄𝗼𝗺𝗲𝗻 𝗮𝗹𝗶𝗸𝗲.


s

Technique Works

*Provide strategic HSEQ consulting and executive advisory to C-suite and leadership teams within the energy, manufacturing, logistics, and petrochemical sectors.
*Lead the development and implementation of leadership-driven safety cultures and robust compliance frameworks integrated into core operational processes.
*Conduct advanced diagnostics to identify and rectify critical gaps in risk management, workforce engagement, and regulatory preparedness.
*Collaborate with senior management to design and deploy practical, scalable HSEQ systems that significantly enhance operational safety, resilience, and performance.

Technique Works HSEQ Consulting | Founder & HSEQ Management Consultant

Gulf Petrochemicals and Chemicals Association (GPCA)

- Offered expert guidance on the intricate standards for Core, Transport, Warehouse, and Tank Cleaning, actively contributing to the Gulf SQAS committee's mission.
- Orchestrated a series of impactful meetings, coupled with innovative marketing initiatives and robust quality assurance programs to elevate the committee's objectives.
- Crafted comprehensive policies and procedures while facilitating engaging workshops and outreach initiatives aimed at significantly enhancing the effectiveness of the program.

Gulf SQAS Vice Chairman Committee

GXO Logistics, Inc.

•	As the Safety Manager at GXO Logistics, a global leader in providing cutting-edge logistics solutions, I reported to the Business Unit Director and Global Safety Manager. 
•	In collaboration with a team of regional safety managers, SSHE Leads, and representatives, I oversaw the implementation and maintenance of health and safety systems across multiple sites in the EMEA region. 
•	Adhering to GXO standards and customer requirements, I worked towards achieving dedicated ZERO targets.
•	My responsibilities included maintaining, coordinating, and communicating environmental health and safety processes and procedures on a regional level. 
•	I ensured compliance with company policies, conducted region-level audits, and initiated safety programs and solutions. 
•	Leading safety meetings, conducting training, and monitoring educational requirements for safety managers, leads, and supervisors were integral aspects of my role.

Safety Manager EMEA

Almajdouie Holding

•	In a key role at Almajdouie Holding, a major player in logistics services provision to the petrochemicals industry, I managed the entire gamut of SSHEQ operations. 
•	Reporting to the General Manager, I led a team and achieved the full implementation of an integrated management system, including ISO 9001, ISO 14001, ISO 45001, Gulf SQAS accreditation, and Responsible Care. 
•	Notably, the organization received awards for Responsible Care and health and safety from ROSPA.
•	My focus was on generating the SSHERQ strategy and managing, monitoring, and controlling related issues across different locations in the GCC. 
•	I led projects, oversaw audits, and ensured compliance with national and international HSE regulations.

SSHEQ Manager - Almajdouie & de Rijke Limited JV - | MT Member | IMS Focal Point

"In complex industrial environments – from petrochemical plants to global logistics networks – operational risk is a constant threat to profitability and reputation. I partner with C-suite leaders across energy, manufacturing, logistics, pharma and petrochemical sectors in Europe, the Arabian Gulf, and North Africa to transform Health, Safety, Environment, and Quality (HSEQ) from a compliance burden into a strategic driver of competitive advantage.

Many leaders understand the critical urgency of HSEQ challenges but face limitations in time, specialized expertise, robust systems, or internal capacity. They recognize that safety is far more than a checklist; it's a leadership-driven imperative that directly protects people, enhances profitability, and sustains long-term growth.

My approach helps organizations move beyond reactive compliance towards resilient, high-trust operations through what I call the **Leadership-Driven Safety Method™**. This method focuses on:

✅ Fixing People Gaps: Cultivating leadership capabilities and fostering a culture of shared responsibility to reduce absenteeism, turnover, and burnout. 

✅ Streamlining Compliance: Implementing practical, integrated systems that meet stringent regulations while cutting red tape and boosting operational efficiency. 

✅ Building Operational Reliance: Designing scalable, audit-ready frameworks that identify and address hidden risks, align HSEQ goals with real-world operations, and ensure your teams can deliver safely and confidently.

I partner with leadership teams who are ready to lead by example and prioritize sustainable action over temporary fixes. If you are serious about shaping a safer, stronger, and more resilient organization, we will build lasting foundations for success.

Ready to strengthen your safety culture and future-proof your operations?

Let's connect to explore how."

Message me to get started.

Amador Brinkman

Think of a job where safety and quality aren't just rules on paper but habits that guide everything that happens. 

Imagine teams that don't need to be watched all the time because their actions are automated, backed up by social ties, and in line with a common goal. 

Now, think about how near your company is to this reality. 

You might be missing the secret element for enduring transformation if you solely focus on training and communication right now.

It's not enough to just tell individuals what to do to change a culture. 

It's about changing the brain systems that control behavior. 

The University of Pennsylvania's research shows that we can make lasting changes by focusing on three main systems at once:

 - System 1: Habits that originate from unconscious responses.

 - System 2: Making decisions and evaluations on purpose.

 - System 3: Identity and social affiliation.

When you address these issues collaboratively, change not only becomes possible but assured. Here's how to put this idea into action:

Make habit-forming rules that repeat desired actions so that safety and quality become second nature.

- Build a social identity that connects being proud of your HSEQ work with being part of a team.
- Make it easier to do the right things than the bad things by designing settings and processes.
- Use peer pressure by giving employees the power to hold each other responsible.

Use praise and rewards to help you stick to new habits.

What are the results? 

The workplace experienced a huge increase in safety compliance, developed a culture where safety is second nature, and workers became pleased to prioritize safety. 

In one factory network, the percentage of people who consistently followed safety rules went from 43% to 97%, peer coaching went up by 420%, and employee satisfaction went up by 167%.

This isn't just a case study; it's a plan for how your business might change.

Keep in mind that real change happens when you change behavior at every level of the brain. 

This turns compliance into culture and culture into a competitive edge. 

Are you ready to help your team reach its full potential and build a strong, high-performing organization that really leads from the inside out?

What is the difference between what you write down and what you actually do? 

That's where things happen.

REPOST if you are trying to close the gap. 
FOLLOW Amador Brinkman for useful tips that connect paperwork and real life.

#HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #ThoughtLeadership #BusinessStrategy #FutureOfWork #ExecutiveInsights

Driving Operational Excellence Through Strategic HSEQ Leadership | Partnering with C-Suite to Build Resilient, Compliant, and High-Performing Operations

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Most safety cultures are built on fear. Fear of audits. Fear of incidents. Fear of penalties. 

The best ones are built on ownership.

I've seen businesses spend a lot of money on safety awareness campaigns, motivational posters, and compliance courses, and then wonder why the number of accidents doesn't go down. 

Knowledge isn't the issue. 

The issue is that many safety programs don't take into account how behavior really changes.

That's where Organizational Behavior Management (OBM) stands out from the others.

OBM is a method based on Applied Behavior Analysis that focuses on one thing: 

"Finding the exact behaviors that lead to safe outcomes and then modifying the work environment in a planned way to support those behaviors." 

Not assumptions
Not thoughts.
Not feelings. 
Not plans.
Not ideas.

Actions that you can see, measure, and change.

This is how it works in real life:

𝗙𝗶𝗻𝗱 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝘀.

Not "be more careful," but things you can see, like "check lockout before entry" or "finish pre-task hazard analysis." Specific. Able to be measured. Directly related to avoiding injuries.

𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗽𝗿𝗲𝘀𝗲𝗻𝘁 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲.

Get baseline data on how often these behaviors really happen when things are running normally. Not what people claim they do, but what they really do.

𝗣𝗹𝗮𝗻 𝗶𝗻𝘁𝗲𝗿𝘃𝗲𝗻𝘁𝗶𝗼𝗻𝘀 𝗯𝗮𝘀𝗲𝗱 𝗼𝗻 𝘄𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗵𝗮𝗽𝗽𝗲𝗻. 

Most programs fail here. Adding extra rules (antecedents) doesn't improve behavior. 

You should modify it by giving safe behaviors QUICK, POSITIVE FEEDBACK.

When a leader recognizes a worker who demonstrates positive behavior, it has a better effect on how the worker will act in the future than any procedure ever would

𝗠𝗼𝗻𝗶𝘁𝗼𝗿 𝗮𝗻𝗱 𝘀𝘂𝘀𝘁𝗮𝗶𝗻. 

Keep an eye on how often people do things, change how you reward them, and make sure that safe behavior is the easiest option.

What sets OBM apart from other safety programs? 

People who use traditional programs think they know what to do and only need a push to do it. 

OBM believes that the work environment, including the things that happen to people and the things that happen to them, determines what they do. 

Change the setting, change the way people act. Change the culture by changing the way you act.

This isn't just a theory. It's why some operations are able to maintain high levels of safety while others go through the same problems year after year, even though they use the same procedures and training expenditures.

If your safety program focused on actions instead of attitudes, what specific behaviors would you look for?

Your safety program isn't failing because people don't care. It's failing because the system makes compliance harder than non-compliance.

REPOST if you've seen this pattern. 
FOLLOW Amador Brinkman for approaches that flip that equation.

#HSEQ #SafetyCulture #OrganizationalBehaviorManagement #MOC #ChangeManagement #BehaviorBasedSafety #OBM #TechniqueWorks

Organisational Behavior Management - OBM

Leadership's responsibility in safety goes beyond just creating rules and policies. It's about crafting a robust organizational identity, one where safety isn't just an add-on, but a fundamental aspect of your core being. 

When safety is truly embraced as a fundamental value, it evolves beyond mere regulations. It becomes a driven mindset that influences every choice, every move, and every encounter. 

This change can separate a safety culture that reacts from one that anticipates and excels. 

Here's how to steer this change in the right direction: 

- 𝗟𝗲𝗮𝗱 𝗯𝘆 𝗲𝘅𝗮𝗺𝗽𝗹𝗲. Leaders must model safe behaviors in their daily actions. When leaders make safety a visible priority, it sends a clear message that echoes across the entire company. 

- 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗯𝗼𝘁𝗵 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗮𝗻𝗱 𝗶𝗻𝘁𝗲𝗻𝘁. Let's hear about the wins and the wisdom gained from safety experiences. Weave safety into your story. 

- 𝗘𝗺𝗯𝗲𝗱 𝘀𝗮𝗳𝗲𝘁𝘆 𝗶𝗻𝘁𝗼 𝘆𝗼𝘂𝗿 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗶𝗱𝗲𝗻𝘁𝗶𝘁𝘆. Craft mission statements, define core principles, and develop branding that clearly communicates a shared dedication to safety. 

- 𝗔𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗮𝗻𝗱 𝗮𝗽𝗽𝗹𝗮𝘂𝗱 𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝘀𝗮𝗳𝗲𝘁𝘆. Safety isn't merely about ticking boxes; it's a fundamental principle we live by. 

- 𝗖𝘂𝗹𝘁𝗶𝘃𝗮𝘁𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝘁 𝗲𝘃𝗲𝗿𝘆 𝗹𝗲𝘃𝗲𝗹. Give managers and team leads the tools they need to prioritize safety and shape the workplace environment. 

When safety becomes part of your organization's fundamental essence, it transforms from a mere collection of regulations into a collective identity. This identity then shapes every choice and action taken. 

Picture a workplace where safety is simply how things are done. 

Where every individual, regardless of their role, from the worker on the ground to the highest-ranking executive, takes ownership of ensuring a secure workplace. 

This is not just a theoretical concept. 

Leaders have the power to cultivate and maintain a certain culture. 

Ready to build an organizational identity where safety is paramount? The appropriate leadership technique can be critical. 

When safety becomes an integral part of your identity, success follows naturally. 

Leading figures in industry are discreetly adopting this strategy throughout their worldwide operations. 

REPOST to join the elite circle making this shift. 
FOLLOW Amador Brinkman for strategic approaches the best companies use but rarely discuss publicly.

#HSEQ #HSEManagement #Safetyleadership #Safetyculture #Techniqueworks #Thoughtleadership #Businessstrategy #OBM

Your Safety Rules Don't Fail. Your People's Behavior Does.

Despite having the best safety management system in the world, your operations are at risk if your people's behavior doesn't align.

The evidence is stark across high-risk industries:

Incident investigations repeatedly show "human error" as the root cause.
Employees know the rules but don't follow them consistently.

Traditional compliance approaches create resistance, not commitment
Safety cultures deteriorate despite increasing investment in programs and training

The real problem isn't your safety system—it's the behavior patterns that undermine it every day.

And here's what makes this crisis worse: Most organizations try to fix behavior problems with more rules, more discipline, and more surveillance. 

This approach creates fear-based compliance at best, and active resistance at worst.

But there's a better way—one backed by 50 years of behavioral science.

To explain the details we are organizing an online webinar on the 17th of December 2025 on ZOOM.

Merve Ozinan, Jonathan Akyeampong and 127 other attendees

View event: Introduction to Organizational Behavior Change in the Workplace - OBM

Introduction to Organizational Behavior Change in the Workplace - OBM

Why is “good enough” no longer good enough in HSEQ leadership?

Many organizations do safety just for compliance—and passing audits. 

But the real value of HSEQ lies far beyond regulatory minimums. 

In today’s rapidly changing industrial landscape, leaders who leverage HSEQ as a strategic differentiator are reaping substantial rewards: 

- client and employee trust,
- resilient operations, 
- stronger reputations, and even 
- market share gains. 

It’s not about avoiding incidents (only); 

It’s about actively creating environments where excellence thrives and risk becomes a competitive edge.

Therefore, here’s the challenge: Are you still treating HSEQ as a cost center or compliance chore? Or are you ready to transform it into a driver of innovation, trust, and sustainable performance? 

Let’s push the conversation forward—what is one change your leadership could make this quarter to move from reactive to truly proactive HSEQ management?

This is the missing piece every HSEQ program needs. 

REPOST to complete the puzzle for your network. 
FOLLOW Amador Brinkman for the strategic insights that turn good safety programs into unstoppable competitive advantages.

#SafetyLeadership #SafetyCulture #TechniqueWorks #ThoughtLeadership #BusinessStrategy #ExecutiveInsights #ExecutiveCoaching

I'm going to say something controversial:
"Zero incidents doesn't mean you have a good safety culture."

Recently, an associate manager told me his workforce "just doesn't care about safety."

Then I monitored his supervisors for a while.

When a technician completed a complex valve lineup correctly but ten minutes late, the supervisor called him out in front of the crew. 

When another worker skipped the lockout procedure but finished early, the supervisor said nothing—just noted the early completion.

𝗧𝗵𝗲 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗰𝗮𝗿𝗲𝘀 𝗮𝗯𝗼𝘂𝘁 𝗲𝘅𝗮𝗰𝘁𝗹𝘆 𝘄𝗵𝗮𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗿𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝘀. And this leadership was reinforcing speed over safety every single shift.

Aubrey Daniels (the organizational behavior management guru) nailed it: "𝘠𝘰𝘶 𝘨𝘦𝘵 𝘸𝘩𝘢𝘵 𝘺𝘰𝘶 𝘳𝘦𝘪𝘯𝘧𝘰𝘳𝘤𝘦."

Most safety programs fail because leaders think consequences only happen after incidents. But your supervisors are delivering consequences every hour—

- attention
- recognition 
- criticism
- silence

Each one reinforces behavior. The question is, which behavior?

If your supervisors only talk about safety during incident investigations, you're reinforcing the idea that safety matters when something goes wrong.

If they praise workers who finish fast and ignore those who follow procedures carefully, you're teaching the crew that productivity trumps protocol.

𝗣𝗼𝘀𝗶𝘁𝗶𝘃𝗲 𝗿𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝗺𝗲𝗻𝘁 isn't about being soft. It's about being strategic. 

𝘊𝘢𝘵𝘤𝘩 𝘱𝘦𝘰𝘱𝘭𝘦 𝘦𝘹𝘦𝘤𝘶𝘵𝘪𝘯𝘨 𝘵𝘩𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘦𝘩𝘢𝘷𝘪𝘰𝘳𝘴 𝘤𝘰𝘳𝘳𝘦𝘤𝘵𝘭𝘺—lockout verification, pre-task analysis, hazard identification—and acknowledge it immediately. 

Make safe execution visible and valued during normal operations, not just during audits.

The gap between your safety policy and your safety culture is precisely the gap between what you say you value and what your supervisors actually reinforce on the floor.

What behavior did your frontline leaders reinforce today?

After 20+ years in HSEQ, I've seen what separates organizations that talk about safety culture from those that live it. The difference is always implementation discipline.

REPOST if execution matters more to you than intention. 
FOLLOW Amador Brinkman for practical transformation strategies.

#HSEQ #SafetyCulture #OperationsExcellence #SafetyLeadership #ProcessSafety #TechniqueWorks #OBM

You're spending 100 hours trying to change safety behavior on your site.

𝗢𝗻𝗹𝘆 𝟰𝟴 𝗺𝗶𝗻𝘂𝘁𝗲𝘀 𝗼𝗳 𝘁𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘄𝗼𝗿𝗸.

That's not a guess. That's what behavioral science research shows: only 0.8% of the typical time, energy, and resources spent trying to influence workplace behavior are actually effective.

I see this pattern everywhere in high-risk operations. 

More procedures. 
More reminders. 
More discipline. 
More training. 

Yet the same unsafe behaviors persist.

Here's why most safety leadership approaches fail:

𝗣𝗶𝘁𝗳𝗮𝗹𝗹 𝟭: 𝗧𝗵𝗲 𝗔𝗻𝘁𝗲𝗰𝗲𝗱𝗲𝗻𝘁 𝗧𝗿𝗮𝗽
We spend 80% of our effort on "telling" (procedures, training, signs, emails) and only 20% on consequences (effect). But consequences are 4-10 times more powerful than antecedents in shaping long-term behavior.

𝗣𝗶𝘁𝗳𝗮𝗹𝗹 𝟮: 𝗧𝗵𝗲 𝗣𝘂𝗻𝗶𝘀𝗵𝗺𝗲𝗻𝘁 𝗣𝗮𝗿𝗮𝗱𝗼𝘅
Discipline stops behavior temporarily but doesn't teach what TO do instead. Worse, it kills psychological safety and near-miss reporting. One logistics company saw near-miss reports drop 67% after implementing progressive discipline.

𝗣𝗶𝘁𝗳𝗮𝗹𝗹 𝟯: 𝗧𝗵𝗲 𝗠𝗮𝘁𝗲𝗿𝗶𝗮𝗹𝗶𝘁𝘆 𝗠𝘆𝘁𝗵
That annual safety bonus? It's competing against immediate consequences that favor unsafe shortcuts. A $5 gift card given immediately beats a $5,000 year-end bonus in driving daily behavioral choices.

𝗪𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘄𝗼𝗿𝗸𝘀?

A mid-sized chemical plant struggling with 37% lockout/tagout compliance tried something different. IInstead of prioritizing more training and stricter enforcement, the team focused on immediate positive recognition. Supervisors acknowledged proper LOTO procedures within minutes of observing them.

𝘙𝘦𝘴𝘶𝘭𝘵: 89% 𝘤𝘰𝘮𝘱𝘭𝘪𝘢𝘯𝘤𝘦 𝘸𝘪𝘵𝘩𝘪𝘯 12 𝘸𝘦𝘦𝘬𝘴. 𝘕𝘦𝘢𝘳-𝘮𝘪𝘴𝘴 𝘳𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘪𝘯𝘤𝘳𝘦𝘢𝘴𝘦𝘥 𝘣𝘺 45%. 𝘚𝘵𝘪𝘭𝘭 𝘢𝘣𝘰𝘷𝘦 85% 𝘢𝘵 18-𝘮𝘰𝘯𝘵𝘩 𝘧𝘰𝘭𝘭𝘰𝘸-𝘶𝘱.

The shift didn't require more resources. It required redirecting existing resources toward what behavioral science proves actually works: immediate, certain, positive effect.

The question for every HSEQ leader and executive:

𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝗸𝗲𝗲𝗽 𝗶𝗻𝘃𝗲𝘀𝘁𝗶𝗻𝗴 𝗶𝗻 𝘁𝗵𝗲 𝟬.𝟴% 𝘁𝗵𝗮𝘁 𝗳𝗮𝗶𝗹𝘀, 𝗼𝗿 𝗽𝗶𝘃𝗼𝘁 𝘁𝗼 𝘁𝗵𝗲 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘁𝗵𝗮𝘁 𝘀𝘂𝗰𝗰𝗲𝗲𝗱𝘀?

The science is clear. The case studies are compelling. The only variable left is your decision.

What's been your experience with behavior change in safety? Have you seen similar patterns at your operations?

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

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

#SafetyCulture #HSEQ #BehavioralScience #SafetyLeadership #OperationalExcellence #OrganizationalBehaviorManagement #IndustrialSafety #LeadershipDevelopment

67% of Logistics Service Providers (LSPs) fail their first Gulf SQAS assessment.

That staggering statistic should concern every LSP operating in the GCC. 

Failing the audit isn't just a low score—it means actively losing millions in high-value contracts as major chemical companies prioritize compliant partners.

Stop treating Gulf-SQAS as a hurdle and start using it as your roadmap to winning bids.

We turned our recent, highly attended webinar into a full replay on our YouTube channel.

What you'll learn in the video:

* The critical EHSSQ gaps causing 80% of first-time failures.
* The competitive playbook used by top-performing LSPs to win contracts.
* Insider views on how SQAS scores directly impact supplier decisions.

Featuring insights from Amador Brinkman (Technique Works), Sajjad Khan (Gulf-SQAS Assessor), and Mohamed Seraj (GPCA).

For those who’ve missed it, you can now WATCH THE FULL REPLAY HERE: 

https://lnkd.in/eDrCDGCf

#GulfSQAS #LogisticsServiceProviders #TechniqueWorks #GPCA
#SupplyChain #EHSSQ  #BiddingProcess #Compliance

youtube.com

Gulf SQAS: How LSPs Can Easily Win the Bidding Process & Get Certified

G-SQAS, APSCA & EHSQ Assessor

EHS | Sustainability | Strategic Partnerships

Culture drives outcomes; compliance just keeps things in check.

Last month, we demonstrated how industry leaders transform safety from a compliance issue into a leadership priority that drives success across the business. Now we address the ultimate determinant of safety excellence: organizational culture.

The painful reality that separates the frontrunners from the also-rans in any sector is this:

Unlike organizations that mainly focus on enforcing safety standards, outstanding organizations build environments where safety is a natural, automatic, and unwavering part of their culture.

Companies that consistently excel in safety recognize that culture isn't just a buzzword. It's the unseen driver that dictates whether employees actively try to prevent problems or scramble to react when things go wrong.

This month, we're pulling back the curtain on the exact methods top companies do to reshape their organizational DNA. They're building safety cultures so robust that achieving greatness is a given, not a stroke of luck.

The main question we are exploring is how businesses change from safety management that relies on rules to safety excellence that is driven by culture and can function without constant oversight.

Enjoy the newsletter.

#TechniqueWorks #OBM #BehaviorBasedSafety #RegulatoryCompliance #OperationalExcellence #SafetyLeadership #BehaviorScience #BBS

November 2025 – HSEQ Insights Newsletter from Technique Works Culture drives outcomes; compliance just keeps things in check. Last month, we demonstra

From Compliance to Culture – Transforming Workplace Safety

I had a great meeting yesterday with Mohamed Seraj and Sajjad Khan to prepare for our webinar tomorrow, November 26, at 8PM UAE time on ZOOM.

We are very excited about the content of the live webinar and look forward to meeting you during this important session.

#GulfSQAS #GPCA #TechniqueWorks #CertificationGlobal #EHSSQ #GCC

Is Your LSP Among the 67% That Fail Their First Gulf-SQAS Assessment?

If you're a logistics service provider in the GCC, this statistic should concern you: 2 out of 3 LSPs receive low scores on their first Gulf SQAS assessment because their EHSSQ management systems aren't ready for prime time.

This isn't just about passing an audit—it's about staying in business.

Major chemical companies are actively removing logistics partners who can't demonstrate robust EHSSQ performance. 

The cost? 

Lost contracts worth millions, damaged reputation, and increasing regulatory pressure.

But here's the opportunity: Gulf SQAS isn't your enemy—it's your roadmap to operational excellence and a competitive advantage that sets you apart from competitors who are still treating EHSSQ as a hurdle.

Join us on Wednesday, November 26th at 8:00 PM DUBAI UAE 

https://lnkd.in/ex3Gk48g

An insightful panel session on the Gulf Sustainability & Quality Assessment System framework—a standardized evaluation model designed to assess the performance of logistics service providers across the chemical supply chain.

Featured Speakers & Panelists:

Amador Brinkman—Technique Works Founder and Principal Consultant.
Amador has served as a consultant to the GPCA and a member of the Gulf-SQAS T&A Committee since its inception, including serving as Committee Chair and a Gulf-SQAS Lead Assessor. 

Sajad Khan—Co-owner and G-SQAS Lead Assessor Certification Global. 
He conducts Gulf-SQAS assessments across the GCC and brings the assessor's perspective on what drives success and failure. 

Mohamed Seraj - Senior Specialist, EHS & Sustainability, GPCA
Representing the industry body that developed the Gulf-SQAS framework. He gives practical advice about industry expectations and the future direction of GCC EHSSQ standards. 

What you'll learn:

* Critical EHSSQ gaps that cause 80% of first-time assessment failures—and how to fix them before your assessment.
* How Gulf SQAS assessments are conducted and used by major chemical companies to make supplier decisions.
* The competitive playbook top-performing LSPs use to win and retain contracts.
* How we support logistics providers through the assessment and improvement process.
* Real transformation stories and a systematic approach to EHSSQ improvement.
* Live panel discussion and Q&A session to address your specific challenges

Who should attend:

Everyone interested in making the Gulf Logistics Safer 
Chemical Manufacturers & Distributors
Logistics Service Providers 
EHSSQ professionals 

This isn't theory—it's practical intelligence from people who've been in the assessment room hundreds of times.

Whoever you are, this webinar will help you understand how SQAS assessments can elevate safety, quality, and sustainability across the supply chain.

Seats are limited to ensure meaningful interaction and discussion.

Join here: https://lnkd.in/ex3Gk48g

#GulfSQAS #LogisticsServiceProviders #TechniqueWorks #GPCA #GCC

Merve Ozinan, Muhammad Shahfaisal Faisal and 134 other attendees

View event: Gulf-SQAS - How LSPs Can Easily Win The Bidding Process

Gulf-SQAS - How LSPs Can Easily Win The Bidding Process

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

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

Read our invitation post here: https://lnkd.in/eQ-jx3mQ

Or Join us next week directly through this event link: https://lnkd.in/eKryRqx3

The complexity of the industry makes a solid HSEQ management system based on: 

- risk and compliance management, 
- supported by positive reinforcement 
- through people's engagement, 

an absolute must-have for companies to succeed in today's competitive business environment. 

In this landscape, the only certainty is that organizations must continuously adapt their practices to ongoing changes.

That's why ‘good enough’ is no longer sufficient.

Lead with Precision, Rule with Confidence!

#ChangeManagement #HSEQstrategy #BusinessConsulting #TechniqueWorks #OperationalExcellence

Today it's webinar day!

See you within 4 hours on Zoom:

https://lnkd.in/ex3Gk48g

View company: Gulf Petrochemicals and Chemicals Association (GPCA)

Commitment to Gulf SQAS is no longer optional; it’s a key factor in defining Logistics Service Provider’s EHSS&Q performance across the GCC.
 
We’re pleased to share this upcoming webinar featuring industry experts and GPCA representatives, who will break down the most common assessment gaps and the strategies top-performing LSPs use to excel.
 
If your organization is working to elevate EHSSQ standards, this session is not to be missed.

Register here: https://lnkd.in/eePT3gwf

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The Battle

Tina S. Rahman

Amador Brinkman

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Engagements

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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);}Tina S. Rahman's LinkedIn Performance

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