Embedding safety in the company’s core business: the Stuck Pipeline’ case

The research project was aimed at mapping the critical factors that companies face when considering safety as a part of their core business. A theoretical framework was developed and the model was tested for practical use in case studies. The concept had to identify ways of embedding safety in the core business thus raising safety performance to a higher level.

The model consisted of structural, cultural, learning and external factors that were potential links between safety and the core business process. The result could highlight gaps between safety and core business – which were the potentials for improvement. The scheme was translated into protocols for interviews and visits, and an audit tool to assess the company. The tool could be applied in all branches but needed expert participation.