Leading Safe Change

  • Trygve Steiro
  • Lene Bjørnsen
  • Pernille Dørstad
  • Camilla K. Tveiten
Conference paper


The offshore oil and gas industry in Norway is subject to substantial changes, both minor and major. These changes include remote control of e.g. drilling and operation, outsourcing, downsizing, new working and rotation patterns, general cost reductions etc. Despite of all these changes, surprisingly little systematised knowledge exists regarding change processes and safety in general and in particular for the oil and gas industry. Based on an ongoing study [1], we examine the change processes and the effects on safety. The study appraises critical success factors for leading safe change. It also focuses on what are the key challenges with respect to changes and safety in the future.


Sickness Absence Change Process Critical Success Factor Probabilistic Safety Assessment Friendly Fire 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Hovden, J., Alteren, B. and Rosness, R.: HSE Petroleum: Change-Organisation-Technology. PSAM7IESREL’ O4, Berlin, 2004.Google Scholar
  2. 2.
    Serck-Hanssen, C.: Is Organisational Change a Threat to Safety? IN: Serck-Hanssen, C. (ed.) Safe Change. Methodology on Change in Norwegian Oil Industry. Det Norske Veritas, Hovik, ISBN: 825102756, 2002.Google Scholar
  3. 3.
    Skaar, S., Svarva, A. and Dahl-Jørgensen, C.: Har omstillingene i Hydro arbeidsmiljømessige konsekvenser? [Have the changes in Norsk Hydro had working environment effects?] SINTEF rapport I SINTEF IFIM; STF38 A97519, 1997.Google Scholar
  4. 4.
    Kotter, J. P.: Leading Change. Boston Mass. Harvard Business School Press, 1996.Google Scholar
  5. 5.
    Lee Marks, M.: Restructuring and downsizing. In Mirvis, P. H. (ed.): Building the competitive workforce, John Wiley, New York, 1993.Google Scholar
  6. 6.
    Qvale, T.: Offshore safety in a changing context. IN. Serck-Hanssen, C. (ed.): Safe Change. Methodology on Change in Norwegian Oil Industry. Det Norske Veritas, Høvik, ISBN: 825102756, 2002.Google Scholar
  7. 7.
    Lord Cullen D. W.: The public inquiry into the Piper Alpha disaster. The Hon Lord Cullen; presented to Parliament by the Secretary of State for Energy by command of Her Majesty, November 1990. London: HMSO, 1990.Google Scholar
  8. 8.
    Hopkins, J.: Lessons from Longford: the Esso gas plant explosion, CCH Australia Ltd, Sydney, 2000.Google Scholar
  9. 9.
    Snook, S. A.: Friendly fire: the accidental shoot down of U.S. Black Hawks over Northern Iraq. Princeton University Press, Princeton, N. J, 2000.Google Scholar
  10. 10.
    Lawrie, M., Parker, D. and Hudson, P.: Making change last: A theoretical framework for implementing change. Presentation held at the University of Lancaster, 2001.Google Scholar
  11. 11.
    Hvalgård; K.: Sikkerhet ved nedbemanning offshore [Safety and downsizing offshore] Master thesis, Institute for Economy and Industrial Management, Norwegian University for Science and Technology, 1999.Google Scholar
  12. 12.
    Mullins, P.: Organizational Change and Major Accident Hazards. HID Chemical Industries Forum (CIF) Meetings., 2003. http:www.hse.gov.ukIaboutusImeetingsIcifI221002Icif0208.pdfGoogle Scholar
  13. 13.
    Øien K, Guttormsen G, Hauge S, Sklet S, Steiro T, Monsen J. Experience with complex technical and organizational changes in the offshore petroleum industry. ESREL2003, Maastricht, 2003, pp 1197-1204.Google Scholar
  14. 14.
    Qvale, T.: New Concepts in Work Organization: a Case from the Norwegian Offshore Petroleum Industry. In Gold, M. (ed) New Frontiers of Democratic Participation at Work. Ashgate Publishing Limited, 2003.Google Scholar
  15. 15.
    Husemoen, M. S.: Bridging operation and design: the encounter between practical and discipline-based knowledge in offshore platform design. Ph.D. thesis Institutt for industriell økonomi og teknologiledelse, Norges teknisk-naturvitenskapelige universitet, 1997Google Scholar

Copyright information

© Springer-Verlag London 2004

Authors and Affiliations

  • Trygve Steiro
    • 1
  • Lene Bjørnsen
    • 2
  • Pernille Dørstad
    • 2
  • Camilla K. Tveiten
    • 1
  1. 1.SINTEFIndustrial ManagementTrondheimNorway
  2. 2.Norwegian University of Science and Technology (NTNU)TrondheimNorway

Personalised recommendations