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About Mohammad Zainal Abidin Bin Aziyuddin
Mohammad Zainal Abidin Bin Aziyuddin is a QHSE Manager with over twenty years of experience in the international oil and gas industry, currently serving at Saudi Napesco in Al Khobar, Kingdom of Saudi Arabia. His career has taken him across Asia Pacific, the Middle East, the United Kingdom, and Singapore—each posting deepening his conviction that safety is not administration. It is love in action. Humbled to be recognised as a Top 10 Outstanding Safety Practitioner by WSH Asia in 2024, he live by a simple truth: "I lead with my heart so others come home with theirs".
List the Safety and Health achievements/contributions you have achieved in 2025.
When Mohammad Zainal Abidin Bin Aziyuddin think about 2025, what strikes him first is not the numbers, it is the faces behind them. Together with his team at Saudi Napesco, they achieved more than 2 million man-hours with zero LTI, while reducing both our Total Recordable Case Frequency and Total Recordable Incident Rate by 30 percent compared to the previous year. Every one of those hours represents a person who went home to their family.
More than 95 percent of their planned HSE programmes were delivered—leadership walkabouts, emergency drills, HSE rig visits, competency training, HSE awareness sessions, HSE audits, and our inaugural HSE Committee Meetings. Their client audit score climbed from 71 percent to 86 percent within a single year, an external affirmation of what their people had quietly built together. He also architected the QHSE InterLink digitalisation framework, extending their HSE Management System across all company departments for the first time in their history. But the achievement that moves him the most is something no metric can fully capture—a Generative Safety Culture where people protect each other not because they are told to, but because they genuinely care. That is everything he has been working towards.
More than 95 percent of their planned HSE programmes were delivered—leadership walkabouts, emergency drills, HSE rig visits, competency training, HSE awareness sessions, HSE audits, and our inaugural HSE Committee Meetings. Their client audit score climbed from 71 percent to 86 percent within a single year, an external affirmation of what their people had quietly built together. He also architected the QHSE InterLink digitalisation framework, extending their HSE Management System across all company departments for the first time in their history. But the achievement that moves him the most is something no metric can fully capture—a Generative Safety Culture where people protect each other not because they are told to, but because they genuinely care. That is everything he has been working towards.
Outline the Workplace Safety and Health initiatives that have been implemented by you in your workplace in 2025.
The most transformative iniative Mohammad Zainal Abidin Bin Aziyuddin led in 2025 was the development of IMS InterLink, a fully integrated digital HSE ecosystem built on SharePoint, Power Automate, and Power BI. This platform unified critical processes including Permit to Work, digital risk assessment, asset management, internal audits, STOP Card reporting, and supplier evaluation into a single intelligent system. Over 50 checklist forms were re-engineered and transformed into online with automated workflows for report generation, approval, and record keeping, which significantly improving efficiency, transparency, and user engagement.
In parallel, he spearheaded targeted Line of Fire Campaigns addressing critical risk such as Pinch Point Prevention, Dropped Objects, Safe Driving and Fatigue Management, High Pressure Safety, and Permit to Work. These initiatives were designed not merely as awareness programmes but as behavioural interventions anchored in real operational risk. Through the I-Care Program, himself along with CEO, engaged with field employees at rig sites, fostering open dialogue and strengthening trust. Additionally, he institutionalised the attractive HSE Leadership Workshop to reinforce the barrier ownership.
In parallel, he spearheaded targeted Line of Fire Campaigns addressing critical risk such as Pinch Point Prevention, Dropped Objects, Safe Driving and Fatigue Management, High Pressure Safety, and Permit to Work. These initiatives were designed not merely as awareness programmes but as behavioural interventions anchored in real operational risk. Through the I-Care Program, himself along with CEO, engaged with field employees at rig sites, fostering open dialogue and strengthening trust. Additionally, he institutionalised the attractive HSE Leadership Workshop to reinforce the barrier ownership.
Describe and support in detail on how your influencing capability has assisted in the successful implementation of these initiatives.
Mohammad Zainal Abidin Bin Aziyuddin's approach to influence is grounded in connection rather than authority. He believed sustainable change occurs when individuals feel valued, heard, and personally invested in the outcome.
When introducing the Leadership Walkabout program, he engaged each Division Head through direct conversations by sharing real operational insights and inviting them to lead by example, positioning safety as leadership responsibility rather than a compliance requirements. Similarly, during the launch of HSE Leadership Talks, he intentionally created an inclusive platform where all employees, regardless of position, could contribute. This shifted the perception of safety from top-down directive to a shared organisational dialogue. Through I-Care Program, he engaged with field employees on personal level by listening to their experiences, understanding their challenges, and reinforcing their wellbeing as top priority. This influencing approach is not based on persuasion techniques, but on authenticity, empathy, and consistency. By aligning leadership commitment with frontline engagement, he was able to translate strategic intent into meaningful behavioural change across the organisation.
When introducing the Leadership Walkabout program, he engaged each Division Head through direct conversations by sharing real operational insights and inviting them to lead by example, positioning safety as leadership responsibility rather than a compliance requirements. Similarly, during the launch of HSE Leadership Talks, he intentionally created an inclusive platform where all employees, regardless of position, could contribute. This shifted the perception of safety from top-down directive to a shared organisational dialogue. Through I-Care Program, he engaged with field employees on personal level by listening to their experiences, understanding their challenges, and reinforcing their wellbeing as top priority. This influencing approach is not based on persuasion techniques, but on authenticity, empathy, and consistency. By aligning leadership commitment with frontline engagement, he was able to translate strategic intent into meaningful behavioural change across the organisation.
Describe and provide support on how your initiative impacted the Safety and Health management and performance of your workplace/community/industry that was above and beyond.
In 2025, hazard reporting increased by over 50 percent, with more than 1,500 Unsafe Acts and Unsafe Conditions reported, many accompanied by proactive improvement suggestions. This shift demonstrated a growing trust in the system and a collective ownership of safety. Beyond reporting, employees began initiating HSE programme independently, reflecting a deep-rooted cultural change. Leadership engagement also strengthened significantly, with Division Heads actively participating in safety initiatives and reinforcing accountability within their teams. One notable outcome was the replication of digitalisation efforts by team members, where individuals independently developed inspection and maintenance systems inspired by the QHSE InterLink framework. This demonstrated that the initiative had evolved beyond implementation into organisational capability. Externally, their improved governance was recognised during client audits and site visits, reinforcing their credibility and performance standards. Mohammad Zainal Abidin Bin Aziyuddin further extended this impact by sharing insights through LinkedIn, mentoring practitioners, and contributing to professional discussions within the industry.
In your opinion, what are the attributes of a safety influencer? Do share with us on how you have demonstrated these attributes in your daily work that will earn you the recognition of a WSHAsia Safety Influencer Award Winner in your workplace/community/industry.
Mohammad Zainal Abidin Bin Aziyuddin used to think safety influencers were the loudest voice in the room. He has now come to believe they have the most presence. These attributes are not found in technical manuals but in moments. Moments when you walk onto a rig site not to inspect, but to listen. Moments when you sit with Division Head not to instruct, but to invite their leadership. Moments when you redesign an entire HSE Management System not to impress but because our people deserve better.
A safety influencer lead with moral courage by doing what is right even when difficult. They lead with relational intelligence by building trust before asking for change. They lead with inclusive dialogue by ensuring the quietest voice is heard as clearly as the loudest. And they lead with visionary humility—building platforms that outlast their own involvement. The Generative Safety Culture at Saudi NAPESCO Group does not belong to him. It belongs to every person who chose to care. He simply created the conditions for that caring to flourish. As John C. Maxwell said: "A leader is one who knows the way, goes the way, and shows the way".
A safety influencer lead with moral courage by doing what is right even when difficult. They lead with relational intelligence by building trust before asking for change. They lead with inclusive dialogue by ensuring the quietest voice is heard as clearly as the loudest. And they lead with visionary humility—building platforms that outlast their own involvement. The Generative Safety Culture at Saudi NAPESCO Group does not belong to him. It belongs to every person who chose to care. He simply created the conditions for that caring to flourish. As John C. Maxwell said: "A leader is one who knows the way, goes the way, and shows the way".
No. of Years of Experience in a Safety Role:
21 Years