Interview with Mohamed Ali Sarwar, Executive Senior Project Manager
Mohamed Ali Sarwar is an Executive Senior Project Manager at AIS-Hill Pte Ltd. He has more than 11 years of extensive experience in construction safety management. Ali plays a pivotal role in overseeing the Environmental, Health and Safety (EHS) performance for the company's construction projects. He holds an array of prestigious certifications, including Fire Safety Manager (SCDF), Green Mark Professional (BCA), Registered WSHO (MOM), and Specialist Professional Manager (SPM PPD) accreditation. In conjunction with the World Day for Safety and Health at Work 2025, Ali shares his experience on safety issues at the construction site and how with proper implementation, AI and digitalisation can create a safer and more efficient work environment.
Q1. What does workplace safety and health mean to you?
Workplace safety and health means creating an environment where workers feel protected, valued, and empowered to perform their duties without fear of injury or illness. It’s about fostering a culture where safety is not just a rule, but a shared responsibility.
Q2. Have you encountered a time when safety protocols helped prevent a major incident on site?
During a high-risk lifting operation, strict adherence to our lifting plan and the pre-lift briefing helped identify a critical miscommunication between the crane operator and the signalman. The material bucket was mistakenly placed next to the roof barricade, rather than at the designated drop-off point on the roof. Furthermore, the operation required two signalmen—one positioned on the roof and the other at ground level—to ensure safe coordination and close monitoring of the lift. By following proper safety protocols, the operation was promptly halted before the situation could escalate into a serious incident.
Q3. Can you share the most important safety lesson you’ve learned as a project manager?
As a project manager with over 20 years of experience, I learned that complacency is one of the greatest risks on any job site. The moment safety becomes routine or taken for granted is when things are most likely to go wrong. Maintaining a safe site requires constant vigilance and regular reinforcement of safety awareness. This has been made painfully clear by a recent series of incidents—some involving seemingly straightforward tasks like lifting precast panels or transporting silos and precast units—that tragically resulted in fatalities. These events are stark reminders that no task is ever too simple to warrant full attention to safety protocols.
Q4. How do you address situations where workers ignore safety rules?
Approach these situations with a balanced mindset—combining accountability with understanding. My first step is to investigate why the workers chose to overlook safety rules that led to non-compliance. Was it due to a lack of awareness, intentional shortcuts, inadequate training, time pressure, or perhaps a deeper cultural issue? Once the root cause is identified, I take corrective steps, which may include one-on-one coaching, enrolling the individual in a refresher safety course, or implementing disciplinary measures if necessary. The goal is to correct unsafe behaviour while maintaining an environment that encourages open communication and continuous improvement.
Q5. How do you encourage a “speak-up” culture of reporting hazards or near misses?
We lead by example, with active involvement from Top Management who consistently walk the talk. When leaders openly report near misses, it sends a powerful message and sets the tone for a transparent safety culture. To support this, we utilise user-friendly safety reporting tools accessible through staff handphones, making it easy for everyone to take part. We also incentivise proactive safety behaviour through targeted KPIs, reinforcing the message that raising concerns is a mark of professionalism and not a weakness. At year-end, employees who meet their reporting KPIS are recognised and rewarded with cash incentives, backed by the senior management’s full support.
Summary to approach it:
- Lead by Example. If the leadership does not report hazards or take near misses seriously, no one else will. I make a point to report issues myself visibly, praise those who do, and share lessons learned openly—no finger-pointing, just growth.
- Make Reporting Easy. We simplify the process by providing clear signage, quick reporting channels (digital, WhatsApp or paper-based), toolbox talks that include a 2-minute hazard round-up. The less friction there is, the more likely people will speak up.
- Reward the Right Behaviour. We publicly acknowledge and thank team members who report near misses or raise safety concerns. Sometimes it’s a shoutout in a meeting, other times it’s a small reward, but always with genuine recognition.
- Close the Loop. Nothing kills a speak-up culture faster than reports going into a black hole. I always make sure we follow up, take action, and feed back to the team. When people see that their input leads to real change, they keep contributing.
I strongly believe that a speak-up culture thrives when people feel respected, protected, and connected to the outcome. It’s not just about raising flags—it’s about knowing that your voice helps protect others.
Q6. Are there any digital, AI-powered technologies or platforms you currently use (or are exploring) to enhance site safety?
We have stipulated the deployment of an Artificial Intelligence (AI) system, utilising Computer Vision technology, to monitor safety hazards and alert workers to potential dangers on the construction site. The AI system will become operational once the Closed-Circuit Television (CCTV) installation on the first Tower Crane is complete. It will remain active until the CCTV system on the last Tower Crane is dismantled.
This AI system will be a supplementary tool to on-site safety supervision, enhancing our ability to detect and address safety risks in real-time. The system will be programmed to identify a range of hazards, including but not limited to:
- Workers near open edges
- Workers beneath lifted loads
- Workers in proximity to machinery
Additionally, we have implemented the recent WSH mandatory requirements for the implementation of the Video Surveillance System (VSS) with a network of cameras, monitors/display units, and recorders used for the purpose of surveillance. Implementing VSS can help improve WSH performance by supporting the identification of risks and facilitating accident investigation and corrective actions. It can also deter unsafe behaviours, raise safety consciousness and influence the workers to operate in a safer manner.
We are piloting wearable devices that monitor workers’ vital signs and fatigue levels, allowing us to proactively manage health risks and ensure the well-being of our team.
Q7. What are some of the challenges in adopting technology in a fast-paced construction environment?
Integration and user adoption are major hurdles. Many staff are more comfortable with traditional methods, and ensuring that digital tools don’t slow down operations—or overwhelm users—is key. There’s also the need to ensure data privacy and security.
Resistance to Change. Many site teams are highly skilled and experienced, with well-established ways of working. Introducing new systems—especially digital ones—can often be perceived as a disruption rather than an enhancement, making change management a critical factor.
Construction Timeline vs. Implementation Time. Construction projects typically operate under tight deadlines. Integrating new technologies during high-activity phases can be seen as adding complexity or causing delays, creating hesitation around adoption.
Multiple Stakeholders and Fragmented Workflows. With subcontractors, consultants, and suppliers all involved, each using different tools and operating at varying levels of digital maturity, achieving seamless integration can be a significant challenge.
Cost vs. Perceived ROI. On short-term projects, budget holders may question whether the upfront investment in technology will yield a sufficient return, especially when the benefits may not be immediately visible.
Ultimately, adopting technology in construction isn’t just about choosing the right tools—it’s about managing people, pace, and process. When approached thoughtfully, the transformation can be powerful. Success depends on planning for friction as much as for functionality.
Q8. Have you used any digital tools that have helped prevent accidents or improve safety on your projects?
The implementation of digital permit-to-work systems using platforms such as Novade, Safetyiq, etc, on-site has significantly reduced administrative errors and enhanced real-time visibility of high-risk activities. Additionally, the use of drone inspections has reduced the need for working at height in certain areas, thereby lowering the risk of falls and improving overall safety.
A standout digital solution adopted by AIS is the AIS Health & Safety Reporting Tool, which empowers all employees to easily report hazards, incidents, accidents, and positive interventions. This tool enhances transparency and encourages a proactive safety culture. Alongside technology, we actively promote health and safety awareness by consistently sharing lessons learned and best practices through our global Safety Share sessions and informal staff networking. These efforts not only foster a strong safety culture but also streamline processes, making compliance easier to manage across large, fast-paced construction sites.
Q9. Do you think digitalisation makes it easier to ensure compliance with safety protocols? Why or why not?
Absolutely. Digitalisation improves traceability, ensures real-time monitoring, safety alerts and timely reminders, and enables instant access to safety documentation and checklists. It reduces the reliance on memory or paperwork and provides data-driven insights that can shape better safety strategies and initiatives.
Q10. Looking ahead, how do you envision AI and/or digitalisation transforming health and safety practices over the next 5 years?
My take for the Transformation of AI in Safety Over the Next 5 Years:
- Predictive Safety. AI will drive a shift from reactive to proactive safety management by predicting risks before they occur. By analysing behaviour patterns, environmental data, and historical trends, AI will help identify potential hazards in advance. When combined with real-time alerts, augmented reality (AR) training, and connected wearable technology, this predictive capability could set new industry standards for safety.
- Digital Platforms for Streamlined Safety. Digital platforms will play a pivotal role in automating safety processes, conducting inspections, and ensuring real-time compliance tracking. Integrated systems will create connected job sites, where smart personal protective equipment (PPE), drones, and mobile apps collaborate to monitor safety continuously, 24/7. This interconnected ecosystem will streamline operations and significantly improve safety oversight.
- Advanced Training with VR & AR. Training methods will evolve with the integration of virtual reality (VR) and augmented reality (AR), enabling workers to safely engage with high-risk scenarios in a controlled, immersive environment. This hands-on experience will help workers better understand and retain safety procedures. Additionally, AI will support mental health by tracking stress indicators and promoting early intervention, further enhancing overall well-being on-site.
Ultimately, the digital transformation will make safety systems more intelligent, efficient, and personalised, empowering both workers and safety leaders to make informed decisions, respond swiftly, and prevent incidents before they occur.
Adopting technology in construction isn’t just about choosing the right tools—it’s about managing people, pace, and process. When approached thoughtfully, the transformation can be powerful. Success depends on planning for friction as much as for functionality.
