“Safety is not just about compliance, it’s also about being proactive and constantly looking for improvements”

Bo Lauridsen joined Cadeler as Head of HSEQ in October 2019. He brings nearly 20 years of experience in HSEQ gained via various roles in the upstream oil and gas industry. Within the Cadeler organisation, Bo is introducing tools and methods proven to improve HSEQ performance. Cadeler expects his knowledge, experience, and ambition to take HSEQ to the next level.  


Could you start by describing your role as Cadeler’s Head of HSEQ? 

I act as the lead on strategic and operational matters relating to Safety, Health, Environment, and Quality.

On a daily basis, the HSEQ department provides inputs to tenders, prepares documentation in relation to projects, reviews safety reports, and addresses any incoming observations, incidents, needs or requirements from the vessels.

At the same time, my role focuses on improving our HSEQ performance by identifying actions that will move us in a positive direction. A few months ago, we developed and launched an HSEQ improvement plan for 2020, aimed at addressing the key improvement areas for Cadeler. The plan contains initiatives that will improve how safely and efficiently we operate as a contractor, so we can provide an even more valuable service to our clients.

In short, my task is to use my experience to take a critical look at our HSEQ processes, procedures and systems to make sure they provide value and are effective for the company. 

Could you briefly describe your background?

I graduated as a naval architect from the Danish Technical University (DTU) in Lyngby, Denmark, after which, I worked for a few months designing pipelines in Norway. I then returned to Denmark to work for the Danish Maritime Institute as a Naval Architect, where I developed software for prediction of ship manoeuvrability at the design stage and managed simulation studies for port extensions.

After that, I joined Dong Energy (now Ørsted) and remained there for 17 years in various positions. I started as a Quality & Safety engineer for drilling projects, then as an HSEQ Support Engineer for the production platforms. Later, I worked as an internal LEAN process consultant before being appointed Head of HSEQ for the Danish operations and then as Head of HSEQ for DONG Oil & Gas’ Technology & Projects unit. At the end of 2018, I left the company and was employed as Head of HSEQ in a minor engineering company before I joined Cadeler in October 2019.

In total, I have worked 19 years in HSEQ, mainly in the upstream oil and gas industry, either leading HSEQ departments or focusing on development and implementation of HSEQ principles and tools.

What do you bring from your experience in the oil and gas industry to this position in offshore wind?

I bring many years of insight and knowledge from working with safety culture as well as an understanding of and an experience with proven tools and methods. The oil & gas industry is older than the offshore wind industry and has, over time, developed some very effective tools, methods and principles to address the safety issues associated with the high-risk environment of offshore operations, many of which are suitable for application in offshore wind. For example, the Safety Culture Ladder can be used as a framework for understanding the maturity of a safety culture, whether it is within a company, onboard a vessel or in the offshore wind industry as a whole.

My first two months at Cadeler were dedicated to learning more about the Company, the wind industry and gathering insight into what is already well-functioning and what should be improved. One aspect I noticed in particular, is the number of certificates, controls and checks required for maintaining compliance. To improve from where we are today, I believe we must go beyond focusing on compliance. Our efforts must be focused on improvements and extracting the maximum value out of the tools we use.

What are the key areas for improvement you will focus on this year, as part of Cadeler’s HSEQ Improvement plan for 2020?

To start, I am focusing on improving safety leadership, which is the cornerstone to an enhanced safety culture. The plan includes a Safety Leadership training programme with workshops conducted at all levels of the organisation. This programme will clearly communicate our safety leadership expectations to all managers in the office and onboard our vessels. Since everybody is an integral part of the safety culture, general safety trainings will then be extended to all our personnel, both onshore & offshore. Keeping in mind that cultural change takes time and requires perseverance, the safety training will be followed up over the coming years in various ways – this is only the beginning of the journey.

We also need to ensure subcontractors are fully included in our safety improvement activities as they play an important role in our operations. To do so, we have initiated meetings with the main suppliers where we share Cadeler’s HSEQ expectations and requirements in a simple way, to help them better prepare for the activities they will conduct onboard our vessels. Ensuring all parties are well prepared boosts the likelihood that work scopes are delivered safely and efficiently.

Finally, I believe we should work on improving our reporting culture. Reporting is essential for developing a better safety culture. To build a great reporting culture, you need to nurture it by maintaining a positive atmosphere and a climate of confidence and trust within the company. 

In conclusion, safety is not just about compliance, it’s also about being proactive, constantly looking for improvements and seeking assurance that the core HSE tools are functioning as intended. Both managers and employees must ensure that this is the case. The high focus on compliance with industry standards should be supplemented with an equally high focus on improvements, learnings and a proactive attitude.



Bo Lauridsen, Head of HSEQ, Cadeler

Reporting is essential for developing a better safety culture. To build a great reporting culture, you need to nurture it by maintaining a positive atmosphere and a climate of confidence and trust within the company.




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