Giving appropriate consideration to and balancing these commitments is a crucial part of our performance management and decision-making processes. Together with effective learning across the organisation, this is essential if we are to deliver continuous improvements in our activities.

Our ambition is to be an industry leader in health, safety and the environment (HSE). This ambition pervades the entire organisation and is a driving force behind our work on HSE. The company wants to be recognised for its sound HSE performance and results. 

Strategic priorities

We have identified four strategic HSE priorities adopted by Statoil in 2008. They are being carried forward into 2012. We consider them fundamental to delivering on our policy commitments and our ambition to be an HSE industry leader:

  • Compliance and leadership
  • Improved risk management
  • Harmonisation and simplification

of work processes and management systems

  • A stronger focus on technical barriers and integrity.

We are mindful of the fact that our ambition to be an HSE industry leader requires recognition from beyond the Statoil organisation - including our contractors, clients, peers, regulators and neighbours. Following the Macondo blowout in the Gulf of Mexico in 2010, the whole industry faced greater scrutiny of all of its activities. The incident was a grim reminder of the scale of the potential impact of major accidents and the need for good HSE as a prerequisite for long-term value creation. It also heightened public concern about the oil and gas industry's overall integrity and HSE performance.

Gullfaks incident

The accident potential of our own Gullfaks C 06 well incident in May 2010 added to our sense of urgency as regards addressing further safety performance improvements. Immediately after the incident, Statoil reviewed and assessed the work processes in Drilling and Well (D&W), with the focus on technical requirements, expertise, risk management and change management and control, as well as quality assurance and self-assessment. In addition, Statoil carried out its own study alongside an independent study by IRIS in order to ensure knowledge of organisational learning related to management, leadership and other organisational conditions in all parts of the company.