Abstract
In petroleum related businesses the HSE management philosophies in the United Kingdom and Norway are in principle the same. In spite of this, there are indications that there are big differences in how the HSE management is performed between these countries.
Two offshore fabrication yards in UK and two similar yards and one offshore installation site in Norway have been compared. The statistics in this work are too small to generalise for the respective nations, but they do show a pattern that is worthy of concern.
Two projects were used as the basis of the comparison; both projects were both partly carried out in UK and Norway. The end product was located in the Norwegian sector of the North Sea.
The issues reviewed in this study include the following:
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UK and Norwegian legislation
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HSE programs and policies developed by the client and the construction yard
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Interaction between management groups and foremen versus the blue-collar workers
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Behaviour, attitudes and group dynamics.
Even though the Statutory requirements and policies in both countries were more or less equal, the performance, attitude and behaviour related to HSE matters showed differences between UK sites and Norwegian sites.
The UK management teams were more aimed on statistics and the formal way of complying with the requirements than the Norwegian management teams.
The Norwegian foremen showed a mutual understanding of group dynamics related to the HSE goals and strategies. The UK foremen understood their personal responsibilities but not as a group. Their interpretation of the HSE policy sET a limit for the blue-collar workers commitment to safety.
The UK workers were aware of their own responsibility and the consequences if they did not comply with the requirements, but there was little group understanding for the same requirements. They had a strong invisible culture that governed their attitude and behaviour
The Norwegian blue-collar workers were also aware of their responsibility; they had good group relations, but that was related to the trade union understanding of HSE requirements, rights and demand.
The interaction between industrial culture, employment, organisation and the trade unions seems to be an important factor in the outcome of good HSE management and HSE control.
