5 Questions with Javved Qureshi
Workplace safety is often discussed as compliance, but in facilities management, it is first an operational control issue.
Most incidents do not begin with major failures. They begin earlier, during routine work, when something feels slightly off and no one says anything.
A technician notices unusual heat from a panel and decides to check it later. A cleaner spots water near an electrical point and assumes someone else has reported it. A supervisor delays escalation to avoid disrupting operations.
These moments seem small, but they directly affect uptime, audit readiness, asset performance, and customer confidence.
In facilities management, silence creates cost.
For World Day for Safety and Health at Work 2026, we spoke with Javved Qureshi, QHSE Director, APAC & ME and Chief Human Resource Officer, India, about psychological safety, frontline decision-making, and why better reporting leads to stronger operational performance.
1. Why should business leaders care about psychological safety?
Routine work carries hidden risk.
Most facilities management work happens in familiar environments. Cleaning rounds, maintenance checks, inspections, and equipment servicing happen every day.
Familiarity creates confidence, but it can also reduce attention.
“In facilities management, most work takes place in familiar environments where tasks follow routine patterns. These conditions can create a false sense of security. The absence of obvious risk is often when risk is at its highest.”
Javved Qureshi
QHSE Director, APAC & ME and Chief Human Resource Officer, India
Psychological safety reduces that risk. When colleagues feel confident raising concerns early, issues are addressed before they become failures. A near miss is managed before it becomes downtime. A fault is corrected before it becomes an audit finding.
This is not about comfort, but more of control.
2. How does hesitation affect business performance?
Delays create operational consequences.
Most preventable incidents begin long before the incident itself, during the moment someone decides not to escalate. A delayed report can lead to equipment failure. A missed hazard can trigger compliance exposure. A small maintenance issue can become an unplanned shutdown.
These decisions affect more than safety. They affect:
- production continuity
- customer operations
- contractor risk
- audit readiness
- maintenance costs
- service reliability
Early reporting protects schedules, reduces reactive work, and supports stronger site control. In high-risk environments especially, speed of response matters.
3. Where does hesitation happen most often?
Usually during routine tasks.
Cleaning, maintenance, equipment checks, and inspections are repeated daily. Familiarity creates autopilot.
“Hesitation often appears during routine work such as cleaning, maintenance, or equipment checks. Familiarity can lead to autopilot.”
Customer-facing environments add another layer of pressure. Teams may avoid stopping work because they want to keep services moving or avoid creating disruption.
This is where leadership matters. Colleagues need to know that stopping work for safety is not disruption but part of doing the job correctly.
In facilities management, operational discipline means knowing when to pause.
4. How does STOP improve day-to-day operations?
The STOP framework gives teams a practical decision-making process before work begins.
Stop → Think → Observe → Proceed
It creates a simple pause between routine action and risk.
Before continuing, teams assess the environment, confirm conditions are safe, and make a conscious decision rather than relying on habit.
The principle behind it is simple:
I will not proceed if it is unsafe.
This protects more than people.
It protects uptime, compliance, and customer operations. It reduces preventable incidents, supports permit-to-work discipline, and improves judgement across technical and frontline teams without adding unnecessary complexity.
Strong safety culture is often built through simple, repeatable actions.
5. What should leaders do differently?
Leaders shape reporting culture every day.
When someone raises a concern or stops work, the response determines whether they will do it again. If concerns are ignored, delayed, or treated as inconvenience, silence becomes normal. Risk increases quietly.
Leaders need to:
- acknowledge concerns quickly
- review issues properly
- take corrective action
- share lessons across teams
- make escalation expected, not exceptional
Supervisors influence this through Toolbox Talks, permit-to-work reviews, and visible support on site. Senior leaders strengthen it by making safety expectations clear, consistent, and non-negotiable.
“Safety begins with each of us. No task is so urgent or important that it cannot be completed safely.”
Better reporting improves compliance.
Better compliance protects operations.
And stronger operations build customer confidence.
That is what workplace safety should deliver.
A Note to Our Frontline Colleagues
Every safe operation begins with the people closest to the work.
Our cleaners, technicians, engineers, security officers, caterers, and frontline teams are often the first to notice when something changes. Choosing to stop, report, and act protects people, operations, and the trust our customers place in us every day.
This World Day for Safety and Health at Work recognises the discipline, care, and professionalism our frontline colleagues bring to every site and every shift. Safety always starts with the people doing the work.