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About Muhammad Eusoff Bin Muhammad Idris
Muhammad Eusoff Bin Muhammad Idris is a Corporate HSSE Coordinator with over 14 years of experience in the oil and gas, offshore, and marine industry. With a unique background as both a nurse and firefighter, he brings a strong people-centric approach to Workplace Safety and Health (WSH), focusing on physical and psychological well-being. He is passionate about building a resilient workforce and cultivating a proactive safety culture through engagement, innovation, and leadership development. He actively drives initiatives that embed safety into everyday work practices across projects and teams.
List the Safety and Health achievements/contributions you have achieved in 2025.
In 2025, Muhammad Eusoff Bin Muhammad Idris led several key initiatives that strengthened Workplace Safety and Health culture across the organisation. He prepared and presented the MODEC CORE Programme, driving safety culture transformation to more than 800 employees globally, reinforcing leadership accountability and embedding safety ownership at all levels. He also led the HSSE Charter, a safety culture leadership programme that binds MODEC and our strategic contractors under a shared commitment to safety excellence.
He spearheaded the HSSE Forum for over 120 delegates, creating a platform for knowledge sharing, cross-functional collaboration, and open dialogue on safety challenges and best practices. As SRCC Chairman, he extended his influence beyond traditional HSSE roles by organising large-scale events such as the Dinner & Dance and Family Day, fostering stronger team cohesion and psychological safety.
He also championed Health & Wellness Week and the Community of Lifesavers programme, promoting holistic well-being and emergency preparedness, contributing to a more proactive and resilient safety culture.
He spearheaded the HSSE Forum for over 120 delegates, creating a platform for knowledge sharing, cross-functional collaboration, and open dialogue on safety challenges and best practices. As SRCC Chairman, he extended his influence beyond traditional HSSE roles by organising large-scale events such as the Dinner & Dance and Family Day, fostering stronger team cohesion and psychological safety.
He also championed Health & Wellness Week and the Community of Lifesavers programme, promoting holistic well-being and emergency preparedness, contributing to a more proactive and resilient safety culture.
Outline the Workplace Safety and Health initiatives that have been implemented by you in your workplace in 2025.
In 2025, Muhammad Eusoff Bin Muhammad Idris led several key initiatives focused on embedding safety into daily operations and strengthening organisational culture. The CORE Programme was introduced to drive safety culture transformation across MODEC, reinforcing leadership commitment and continuous improvement in safety performance.
He also spearheaded the Community of Lifesavers programme, which aims to equip 75 percent of the workforce by 2029 with First Aid, Psychological First Aid, and First Responder skills, strengthening emergency preparedness and peer support capabilities.
To promote holistic well being, he led Health and Wellness Week, which included complimentary medical screenings and the introduction of Happiness Champions, employees recognised for demonstrating care, positivity, and support towards their colleagues, enhancing psychological safety in the workplace.
In addition, he led the HSSE Charter Programme, introducing Human and Organisational Performance workshops, Leadership Walkthroughs, and Best Practice sharing sessions with strategic contractors, strengthening leadership engagement and fostering a more proactive and mature safety culture across the value chain.
He also spearheaded the Community of Lifesavers programme, which aims to equip 75 percent of the workforce by 2029 with First Aid, Psychological First Aid, and First Responder skills, strengthening emergency preparedness and peer support capabilities.
To promote holistic well being, he led Health and Wellness Week, which included complimentary medical screenings and the introduction of Happiness Champions, employees recognised for demonstrating care, positivity, and support towards their colleagues, enhancing psychological safety in the workplace.
In addition, he led the HSSE Charter Programme, introducing Human and Organisational Performance workshops, Leadership Walkthroughs, and Best Practice sharing sessions with strategic contractors, strengthening leadership engagement and fostering a more proactive and mature safety culture across the value chain.
Describe and support in detail on how your influencing capability has assisted in the successful implementation of these initiatives.
The initiatives Muhammad Eusoff Bin Muhammad Idris led in 2025 went beyond implementation by driving measurable improvements in safety culture and performance. Through a relationship driven approach and strong emphasis on psychological safety, employees became more open in speaking up, resulting in increased reporting and proactive raising of safety concerns across the organisation.
This shift in mindset contributed to a reduction in High Potential incidents, as risks were identified and addressed earlier. At the same time, HSSE engagement levels increased, with higher participation in programmes, forums, and safety initiatives, reflecting stronger ownership and involvement from both employees and leaders.
By building trust and fostering open communication, he was able to influence not only internal teams but also strategic contractors, aligning them towards a shared commitment to safety excellence. Safety is increasingly seen as a collective responsibility rather than a compliance requirement.
These outcomes demonstrate a clear shift towards a more proactive, transparent, and mature safety culture, delivering sustained impact at both organisational and contractor levels.
This shift in mindset contributed to a reduction in High Potential incidents, as risks were identified and addressed earlier. At the same time, HSSE engagement levels increased, with higher participation in programmes, forums, and safety initiatives, reflecting stronger ownership and involvement from both employees and leaders.
By building trust and fostering open communication, he was able to influence not only internal teams but also strategic contractors, aligning them towards a shared commitment to safety excellence. Safety is increasingly seen as a collective responsibility rather than a compliance requirement.
These outcomes demonstrate a clear shift towards a more proactive, transparent, and mature safety culture, delivering sustained impact at both organisational and contractor levels.
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.
Muhammad Eusoff Bin Muhammad Idris's approach to influence is grounded in building trust, credibility, and relatability, with a strong personal drive to cultivate a positive safety culture. Coming from both emergency response and HSSE backgrounds, he connects safety not just to procedures, but to people’s well being and real life impact. He actively promotes a culture where safety is seen as a shared value, not just a requirement.
He worked closely with departments and leaders to align safety goals with operational priorities, ensuring buy in from the start. Rather than enforcing top down directives, he engaged teams through open conversations, listening to their challenges and co creating practical solutions. This approach reduced resistance and encouraged active participation.
By positioning safety as an enabler of project success rather than a constraint, and by consistently reinforcing positive behaviours and mindset, he was able to drive sustained adoption of these initiatives and strengthen a more proactive and resilient safety culture across the organisation.
He worked closely with departments and leaders to align safety goals with operational priorities, ensuring buy in from the start. Rather than enforcing top down directives, he engaged teams through open conversations, listening to their challenges and co creating practical solutions. This approach reduced resistance and encouraged active participation.
By positioning safety as an enabler of project success rather than a constraint, and by consistently reinforcing positive behaviours and mindset, he was able to drive sustained adoption of these initiatives and strengthen a more proactive and resilient safety culture across the organisation.
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.
According to Muhammad Eusoff Bin Muhammad Idris, a safety influencer demonstrates authenticity, strong communication, empathy, and the ability to lead by example. He believes the foundation of a strong safety culture lies in building genuine relationships and trust, which has enabled him to influence and steer the direction of safety culture within the organisation in a meaningful and sustainable way.
He places strong emphasis on psychological safety, creating an environment where individuals feel safe to speak up, share concerns, and admit mistakes without fear. Through consistent engagement, he has built trust with teams who are comfortable confiding in him and his team, allowing them to better understand ground challenges and address risks proactively.
By actively listening and working closely with stakeholders, he translates safety requirements into practical actions that teams can adopt. He leads by example and focus on engagement rather than enforcement, shaping mindsets and behaviours over time and contributing to a more open, resilient, and proactive safety culture.
He places strong emphasis on psychological safety, creating an environment where individuals feel safe to speak up, share concerns, and admit mistakes without fear. Through consistent engagement, he has built trust with teams who are comfortable confiding in him and his team, allowing them to better understand ground challenges and address risks proactively.
By actively listening and working closely with stakeholders, he translates safety requirements into practical actions that teams can adopt. He leads by example and focus on engagement rather than enforcement, shaping mindsets and behaviours over time and contributing to a more open, resilient, and proactive safety culture.
No. of Years of Experience in a Safety Role:
14 Years