Reinforcing the Right Behaviors: How Safety Recognition Supports Performance at Victory

Safety at Victory Well Servicing is built through daily actions in the field. Planning, communication, and execution all play a role in keeping operations controlled and crews aligned.

As the company continues to strengthen its safety approach in 2026, one area of focus is how recognition is used to reinforce those actions and highlight the behaviors that support safe, consistent operations.

Recognition, when applied properly, helps shape how crews think, communicate, and respond on location.

A Practical Approach to Safety Leadership

That approach is led by HSE Manager Mike Diaz. Mike’s path into safety leadership started on the rig.

“My first exposure to well servicing was on a Victory rig,” he explains. “Working on the rigs gave me a deep respect for the demands, risks, and sacrifices our crews face every day.”

As he transitioned into safety, Mike worked closely with former VP and HSE Director John Anderson, whose influence continues to shape how safety is approached across the company.

“John was a mentor to me,” Mike says. “He had a way of breaking things down into clear, practical solutions that crews could actually use.”

That approach still carries through today. Victory’s boardroom is dedicated to John, and his legacy is reflected in how safety is communicated, reinforced, and executed in the field.

Mike’s focus is not just on policies or compliance, but on making sure safety practices work in real operations.

“For me, safety isn’t about overcomplicating things. Sometimes less is more. If we’re not careful, we can end up adding layers that don’t improve safety. They just create noise.”

That perspective shows up in how he works with crews, supervisors, and leadership. The goal is clear, practical, and grounded in how work actually gets done.

Recognition Tied to the Work

At Victory, safety recognition is tied directly to observable actions in the field.

That includes:

• Identifying hazards before they create issues

• Participating actively in Job Safety Analyses and safety meetings

• Using systems like KPA to report and track observations

• Supporting crew members through clear communication and follow-through

This approach keeps recognition grounded in the work itself.

“Recognition plays a critical role,” Mike says. “The crews are the backbone of the operation. When people feel recognized, they’re more engaged, and that directly supports a stronger safety culture.”

Recognition is not based on incident-free periods alone. It reflects the actions that prevent incidents from happening in the first place.

Driving Ownership in the Field

A key part of Mike’s approach is building ownership across the team.

Rather than positioning safety as something that is managed, he focuses on involvement.

“When crews and supervisors are part of the conversation, whether it’s JSAs, hazard IDs, or solutions, they’re more invested in the outcome.”

That involvement is reinforced by keeping safety processes practical and relevant to the work.

“If it makes sense in the field and actually helps them do their job better, buy-in comes naturally.”

With leadership, the focus shifts to consistency.

“When expectations are clear and leaders are visible and engaged, it sets the tone for the entire operation.”

Over time, that alignment builds trust, accountability, and stronger participation across crews.

Strengthening Hazard Awareness

Hazard identification is a key part of this process.

Crews are encouraged to identify and report issues as they see them, whether that involves equipment condition, site layout, or changing conditions on location.

From Mike’s perspective, the difference shows up in the details.

“You can tell pretty quickly if someone is actually engaged or just checking boxes. The small details change day to day. Trends are important.”

Strong hazard identification might include:

• Catching worn or damaged equipment before failure

• Noticing access or layout issues that could impact movement or visibility

• Identifying changes in conditions that require adjustments to the plan

When reviewing hazard IDs, Mike looks beyond the submission itself.

“We know there’s a risk. The question is, why is it a risk? What are the potential outcomes, and how did identifying it help mitigate it?”

That level of thinking reflects ownership.

Participation Drives Improvement

Another focus is participation.

Victory tracks involvement in:

• Safety meetings and pre-tour discussions

• Job Safety Analyses (JSAs)

• Behaviour-based safety observations

• Hazard and near-miss reporting through KPA

Since the beginning of the year, participation has increased by 123 percent.

That shift reflects a move away from reactive behaviour toward more consistent engagement in the field.

“I’m proud of the overall buy-in,” Mike says. “In safety, it’s easy to stay reactive. We tend to act after something happens. What I’m seeing now is crews staying one step ahead.”

Recognizing participation helps reinforce that shift and supports a more disciplined operating environment.

Recognition and Accountability Working Together

Recognition does not replace accountability.

Victory’s approach is built on both.

Clear standards are in place, and expectations are enforced when they are not met. Recognition exists alongside that structure to reinforce what should continue, not to overlook what needs to improve.

This balance supports steady performance without lowering expectations.

Impact Across Crews and Operations

When recognition is tied to real behaviors, the impact shows up in how crews operate.

Communication improves. Hazards are identified earlier. Adjustments are made before issues escalate.

For clients, this translates into:

• More consistent adherence to procedures

• Fewer unexpected disruptions

• Greater confidence in how work is executed on location

Safety performance becomes part of overall operational performance.

Building Ownership Across the Team

At its core, this approach is about ownership.

Mike’s focus is on building a system where safety is understood, reinforced, and carried by the people doing the work.

“Your participation matters more than you think,” he says. “The small things you catch, the hazards you call out, the conversations you have on location, those are what prevent the bigger incidents.”

Safety is not built in policies alone.

“It’s built in the field, by the people doing the work every day.”

Moving Forward

As Victory continues to evolve its safety approach, recognition will remain part of how behaviors are reinforced and performance is improved.

The objective is to strengthen what already happens in the field and make it more consistent across every crew and every location.

“Own it, be engaged, and don’t assume something is too small,” Mike says. “That’s what makes the difference.”

Stay tuned to hear about our reward recipients.