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Full ​Culture​ Transformations are at the core of what we’ve done at ​CLIDE​ since our founding more than ​1​0 years. While the term transformation can mean many things, we define it in the most ​simple ​sense: a cross-functional effort to alter the ​safety culture, operational ​discipline ​and s​are operation​, with a stated goal of producing game-changing results​ to transfer the way critical business processes ​are measured and managed.

What we do

Change programs can take many forms, from ​risk reduction to full-scale turnarounds, depending on a company’s needs. What our Full ​Culture ​Transformations clients all have in common is a readiness to disrupt the status quo in order to ​achieve sustainable change​.​ In​ our experience, companies tend to fall into four broad quadrants that suggest what type of Full Transformation may be required:

Construction Safety Competency Framework-clide management

Do You Implement Construction Safety Competency Framework?

Construction Safety Competency Matrix (CSCM) Framework for reducing injuries on construction site In a high-hazard industry like construction, safety is …
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Technology to Improve Safety - CLIDE

Technology to Improve Safety – CLIDE

By putting systems into place to help manage the safety process in your organisation.Construction sites can be dangerous places. This isn’t news …
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uilding Proactive Safety Culture on Construction Site – CLIDE

Building Proactive Safety Culture on Construction Site – CLIDE

BUILDING A PROACTIVE SAFETY CULTURE:- In a high-hazard industry like construction, safety is an investment that provides real benefits. A …
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Featured Publication

Do you have Safety – Centre of Excellence Model for organisation?

What is Safety Centre of Excellence (S-CoE)? A place or an organization that is known for doing a particular activity very well, and that is involved in new developments, new ways of working. Building a Safety Business Process Center of Excellence High-performing companies make safety business process improvement a core competency. These leading firms share a common characteristic: they continually find clever ways to improve the safety process of process improvement. As a result, high-performing companies are implementing safety business process competency centers or safety business process centers of excellence (CoE). These committees set priorities, create a strategy map, standardize procedures and collect best practices for safety business process initiatives.Read More

Experience Transformation Tool

CLIDE MANAGEMENT transformation

Provides insight about safety enablers and barriers to transfer the way critical business processes are measured and managed.

How We Help Clients

We work with the World’s leading organization to meet their unique needs.


Behavior- Based Safety (BBS) OIAC™ , is often described as a bottom-up approach (frontline employees), with top-down support from safety leaders.


Risk based process safety is all about how organization manages the risk and develop a risk based thinking culture of the workforce.


Company Safety performance totally depends on how leader are engaged in safety related activities.

What results can you expect?

Our ​transformational​ work leads to tangible goals and ready-to-launch initiatives to achieve them. As an example, one company we helped through such a diagnostic process targeted–and achieved–these concrete objectives:


Reduction in barriers for
creating sustainable safety culture


Reported increase
in hazard observation



Engaged workforce towards
safety related activities



Down trend in incident rate
throughout the organisation and
across all location


Watch how ​CLIDE Transformational tool ​can​ help you​

​Our Approach

Identifying the need for a Full Potential Transformation and implementing the change itself pose two distinct challenges:

​De​fining a bold vision for how the company must change, based​ on​ analysis of its ​present state​, now and in the future.
​Rec​alibrating this “ideal” vision based on a realistic assessment of what the organization can do to align leadership, manage change and work through the disruption.

What kind of transformation do you need?

Together, we assess the company’s current state in the context of maturity model, gauging how far its business model must shift to sustain or need change. Understanding this point of start—and envisioned point of arrival—will establish the magnitude, difficulty and velocity of the change.

What is the right choreography?

We look across the seven levers of the safety—management commitment, operations, organisational values, safety competency, safety budget, workforce involvement and safety KPI’s—to establish the most logical sequence of action. The goal is to pull the right gear at the right time, without disrupting the company’s overall strategy.

How should the transformation be managed?

Crafting a Full Culture Transformation plan is one thing, but executing it effectively requires the right leadership framework. The company’s culture and the magnitude of the effort ahead should inform the degree of centralized oversight. Some organizations respond best to a central management system while others prefer to manage change through the line.

By Numbers (Industry Served- Oil, Gas, Pharma, Steel, Construction, Shipyard, Power)





> 2 Yrs


Digital Tool Used


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