AMC Voyager Q2|2026
People highlight: Jarrod Bolton
Since joining AMC as QHSE Director, Jarrod Bolton has overseen several key initiatives, including the rollout of the Safe Start campaign, progress towards ISO certification, and the integration of Quality and HSE under a single QHSE structure. We spoke to Jarrod about building a strong safety culture, achieving operational excellence, and what lies ahead for AMC’s QHSE function.
You joined AMC at an exciting stage in its growth. What attracted you to the company and the opportunity?
What drew me in most was the management team, a group of leaders whose industry experience and clear strategic vision gave me confidence in the organisation’s direction. I was also motivated by the opportunity to build a team and develop systems from the ground up. The role offered the rare chance to shape the HSE function, establish processes that would support long-term success, and leave a meaningful mark on the company’s future.
Since joining AMC, what achievement are you most proud of?
Since joining AMC, I am most proud of three key accomplishments that have strengthened our operational excellence and long-term capability. First, achieving ISO certification established a strong foundation of compliance, quality, and credibility across the organisation. Second, we have successfully built the HSE team, bringing together skilled professionals who now drive our safety culture and support our strategic objectives. Finally, we have established robust systems and processes that have improved consistency, accountability and efficiency across our operations.
Together, these achievements have contributed to a safer, more structured, and more resilient organisation.
AMC recently achieved ISO 9001, ISO 14001 and ISO 45001 certification. Why is this milestone important for the business?
Achieving ISO certification demonstrates that AMC operates to internationally recognised standards across quality, environmental management and occupational health and safety. While certification itself is important, the real value lies in the discipline, consistency, and continual improvement these systems promote across the business. It gives our clients confidence that we have robust processes in place and reinforces our commitment to safe and reliable project delivery.
Safety remains a key focus across AMC. What has been the purpose of the Safe Start campaign?
The Safe Start campaign was introduced to reinforce risk awareness, safe work practices and proactive reporting across all AMC locations and operations. The objective is to ensure that safety remains a personal responsibility for everyone, whether they are working offshore, on vessels or in the office. It is about creating consistent behaviours and encouraging people to stop, think and assess risks before starting any task.
AMC recently achieved a major safety milestone on a project being executed in the Red Sea. What does a result like that say about the team?
The safe completion of a project of that scale is the result of strong planning, disciplined execution and a shared commitment to safety from everyone involved. Achieving 675,000 safe man-hours without a Lost Time Injury reflects the professionalism of the project teams and demonstrates that safety and operational performance go hand in hand.
Earlier this year you participated in AMC’s Leadership Development Programme. What were your key takeaways?
Participating in AMC’s Leadership Development Programme earlier this year was a valuable opportunity to strengthen my leadership approach. One of my key takeaways was the ability to make effective decisions under pressure, ensuring clarity and direction even in challenging situations. I also deepened my understanding of communication, particularly how intentional, transparent dialogue can influence alignment and trust across teams.
The programme reinforced the importance of leadership consistency, showing up with the same standards, behaviours, and expectations regardless of circumstances. Another major insight was the value of building stronger, more cohesive teams, focusing on empowerment, accountability and shared purpose.
Finally, I gained practical tools that I have been able to apply offshore, improving how I lead in dynamic, operational environments and ensuring that the lessons learned translate into real-world impact.
You recently took responsibility for Quality in addition to HSE. How do you see these functions working together?
Quality and HSE are closely linked. Both are focused on delivering work safely, correctly and consistently. Bringing them together under a unified QHSE structure increases visibility, strengthens accountability, and helps ensure that quality considerations are embedded throughout project planning and execution rather than treated as a separate activity.
What are the biggest challenges facing the QHSE function in a growing organisation like AMC?
As AMC continues to grow, the QHSE function faces several key challenges as it scales operations across multiple locations. One of the most significant is maintaining consistency, ensuring that standards, procedures, and expectations are applied uniformly, even as teams expand and new sites come online. Growth naturally introduces variation, so creating alignment without slowing down progress becomes a critical priority.
Another major challenge is building and sustaining a strong QHSE culture. As the organisation evolves, safety, quality, and environmental responsibility must remain embedded in everyday behaviours, not just in policies. This requires ongoing leadership visibility, clear communication, and a shared understanding of why QHSE matters to AMC’s long-term success.
Finally, workforce engagement becomes increasingly complex as a company grows. With more people, diverse backgrounds, and different operational environments, it takes deliberate effort to keep teams connected, informed and committed to QHSE goals. Engaging the workforce means moving beyond compliance to genuine ownership, where employees feel empowered to speak up, contribute ideas, and take responsibility for safe, high-quality operations.
Together, these challenges highlight the importance of strong leadership, clear systems, and a culture that supports consistent, engaged and accountable performance across the organisation.
Looking ahead, what are your priorities for the next 12 months?
Over the next 12 months, my priorities will centre on strengthening QHSE’s foundations to support AMC’s continued growth. A key focus will be deepening our safety culture, ensuring that safe behaviours, accountability and proactive risk management are consistently embedded across all locations and levels of the organisation.
I will also drive quality improvements, building on our existing systems to enhance reliability, reduce variability and support operational excellence as we scale. Alongside this, workforce development will be a major priority, equipping our teams with the skills, confidence and engagement needed to deliver high standards and take ownership of QHSE outcomes.
Finally, we will ensure we align with industry best practice and leverage the benefits of being part of a recognised global body. This will help strengthen our credibility and continuous improvement efforts.
What was the most important lesson you ever learned?
The most valuable piece of safety advice I’ve ever received is simple but powerful: if your gut tells you something isn’t right, trust it. That instinct has prevented more issues than any checklist ever could. It’s a reminder that awareness, intuition, and the presence of mind to pause are essential parts of safe operations.
Another important lesson I learned is that shouting gets you nowhere. Effective safety leadership isn’t about volume or authority; it’s about clarity, respect, and creating an environment where people feel safe to speak up. When communication is calm and constructive, teams respond better, problems surface earlier, and solutions come faster.
Together, these lessons have shaped how I lead: stay alert, trust your instincts, and communicate in a way that builds confidence rather than fear.
What do you enjoy doing outside of work?
I spend a lot of time in the gym and playing golf poorly when I get the opportunity. I also enjoy spending time with my wife Ivana.
What might people be surprised to learn about you?
People are often surprised to learn that earlier in my career, I was asked to work and consult on the HBO TV series Band of Brothers. I conducted detailed risk assessments of filming locations, supported multiple departments to ensure compliance with HSE requirements, and worked closely with the construction team to ensure safe operations. It was a unique experience that combined high‑pressure creativity with practical safety leadership, and it taught me a lot about adapting HSE principles to fast‑moving, unconventional environments.