Explore whether our approach fits your context
If this way of working aligns with the challenges you face, we can explore whether Intergo’s role would add value in your context.
Organisational Change with a Human Touch
What we do: An introduction
At Intergo, we support organisations in managing organisational change in complex operational environments. Changes in organisation, roles, procedures or governance can affect how work is carried out and how risks are managed in daily operations.
We help organisations understand these effects and manage them carefully. Our work includes risk analysis, risk management, safety culture development, crisis management and business continuity management. This helps organisations ensure that changes do not unintentionally introduce new risks or weaken existing safety barriers.
We also help organisations strengthen resilience. This means ensuring that people, teams and systems are able to anticipate disruptions, respond effectively and continue operating safely under changing conditions.
Successful change requires the involvement of the people who perform the work. We therefore focus on employee engagement, clear responsibilities and practical solutions that work in real operational settings.
In this way, organisational change supports both operational performance and safe, healthy and resilient operations.
Our services: practical solutions
Operational performance
Understanding how organisational structures, staffing, and operational processes influence performance in safety-critical environments.
Organisational design for safe operations
Designing organisational structures, rules, and operational setups that enable safe and efficient operations.
Risk & resilience
Supporting organisations in identifying, analysing, and managing safety risks and operational disruptions.
Safety leadership & culture
Strengthening safety leadership, governance, and organisational learning to continuously improve safety performance.
In practice: how we've helped organisations
Updating safety rules for a major rail marshalling yard
Redesigning operational safety rules and governance to support safe and efficient rail yard operations.
Updating safety rules for a major rail marshalling yard
Redesigning operational safety rules and governance to support safe and efficient rail yard operations.
Challenge
Following significant infrastructure changes and updated permits at a major marshalling yard, the safety rules governing operations and movement on-site needed a complete overhaul. The new regulations had to serve a diverse range of internal and external users, requiring careful consideration of stakeholder needs.
Impact
The new rules and governance arrangements were successfully integrated into the yard’s operations. A complementary e-learning module and pocket instruction cards were developed for staff, ensuring effective training and compliance. The updated safety framework now ensures that the yard operates with reduced risk and increased operational safety.
Approach
We developed a comprehensive set of updated safety rules, covering everything from site access to emergency evacuation procedures. This process involved interviewing stakeholders, observing current practices, and conducting risk analyses. In addition to the safety rules, we developed an enforcement strategy based on transformational leadership principles and a detailed supervision plan.
Improving safety management systems
Strengthening safety management systems to ensure organisations can effectively manage risks, monitor performance, and continuously improve safety.
Improving safety management systems
Strengthening safety management systems to ensure organisations can effectively manage risks, monitor performance, and continuously improve safety.
Challenge
Many organisations operate formal safety management systems, but in practice these systems do not always provide the clarity and steering needed to manage safety effectively. Responsibilities may be unclear, performance indicators may not support meaningful decision-making, and safety processes may become disconnected from daily operations. Organisations therefore need practical ways to strengthen their safety management framework while ensuring it remains usable and aligned with operational reality.
Impact
The improved safety management system provides clearer governance, better insight into safety performance, and stronger alignment between policy and operational practice. This enables organisations to steer safety more effectively and supports continuous safety improvement across the organisation.
Approach
We support organisations in reviewing and improving their safety management systems from both a governance and operational perspective. This includes assessing the structure and effectiveness of the SMS, clarifying roles and responsibilities, and developing meaningful safety performance indicators. By working closely with management and operational staff, we ensure that the improved system supports both strategic oversight and practical implementation.
Analysing workload in safety-critical operations
Assessing mental and operational workload to ensure staff in safety-critical environments can perform their tasks safely, effectively, and sustainably.
Analysing workload in safety-critical operations
Assessing mental and operational workload to ensure staff in safety-critical environments can perform their tasks safely, effectively, and sustainably.
Challenge
Organisations operating safety-critical systems rely on personnel who must maintain high levels of attention and performance over extended periods. When workload becomes too high—or unevenly distributed—it can increase the risk of errors, reduce resilience, and negatively affect staff wellbeing. Many organisations therefore need better insight into how workload develops during real operations and how staffing, procedures, and technology influence it.
Impact
Our analyses provide organisations with concrete insights into how operational workload develops in practice. The results support decisions on staffing levels, task allocation, system design, and operational procedures. By aligning workload with human capabilities, organisations can improve safety, operational performance, and long-term workforce sustainability.
Approach
We conduct workload assessments in a range of operational environments, including rail operations, infrastructure monitoring centres, and maritime transport. Using a combination of observations, task analysis, interviews, and structured workload assessment methods, we analyse how operational tasks, system design, and organisational factors influence workload. By combining qualitative insights with operational data, we develop a clear understanding of when and why workload peaks occur.
Developing industry guidelines for bowtie risk analysis
Creating practical guidelines to ensure consistent and effective use of bowtie analysis across projects.barriers.
Developing industry guidelines for bowtie risk analysis
Creating practical guidelines to ensure consistent and effective use of bowtie analysis across projects.barriers.
Challenge
The challenge was to create a unified approach to Bowtie analysis in an industry where its application varied. Without a standardised method, terminology and structure were inconsistent, impacting risk management effectiveness. The goal was to create a flexible yet consistent framework for Bowtie that aligned with industry-specific needs.
Impact
The guidelines led to greater consistency across projects and improved communication between stakeholders. It helped identify and address gaps in risk controls, strengthening overall risk management. The method was scalable, adaptable, and allowed for continuous improvement, ensuring it remained effective as risks and conditions evolved.
Approach
The guidelines defined the scope and ownership of each Bowtie analysis, ensuring that each project followed a standard structure. Key elements such as the top event, threats, consequences, and barriers were clearly outlined to ensure consistency. The guidelines also integrated escalation factors and ensured alignment with ISO 31000 and industry regulations. A feedback loop for ongoing evaluation and improvement was included to keep the analyses relevant over time.
Applying Bowtie analysis for safety risk management
Using bowtie analysis to visualise risks and strengthen preventive and mitigative safety barriers.
Applying bowtie analysis for safety risk management
Using bowtie analysis to visualise risks and strengthen preventive and mitigative safety barriers.
Challenge
Organisations face numerous risks, particularly in safety-critical environments where accidents can have severe consequences. The challenge lies in systematically identifying these risks and implementing effective control measures to ensure the safety of personnel, assets, and the environment.
Impact
The bowtie analysis provided a clear overview of key risks and the barriers in place to control them. This helped stakeholders develop a shared understanding of the risk structure and identify opportunities to strengthen existing safety measures.
Approach
Bowtie analysis provides a clear and structured method to manage these risks. The tool helps organisations visually map out threats that can lead to incidents (the left side of the Bowtie), the consequences of those incidents (the right side), and the barriers in place to prevent or mitigate these threats and consequences. The process starts by defining the top event—the primary incident or accident that the organisation seeks to avoid. This is followed by identifying the threats (hazards that could trigger the top event) and consequences (the outcomes of the top event). The analysis focuses on the barriers in place to prevent threats and reduce consequences, categorising them as preventive or mitigative measures.
Assessing and improving safety culture
Assessing safety culture to understand how safety is perceived and practiced, and identifying opportunities to further improve it.
Assessing and improving safety culture
Assessing safety culture to understand how safety is perceived and practiced, and identifying opportunities to further improve it.
Challenge
Safety culture plays an important role in preventing incidents and supporting safe behaviour. However, organisations often find it difficult to gain a clear and objective picture of how safety is experienced in daily work. Management therefore needed insight into the current safety culture and practical guidance on how it could be strengthened.
Impact
The assessment provided insight into the organisation’s current safety culture and highlighted concrete opportunities for improvement. The results supported targeted actions to further strengthen safety awareness and safe working practices.
Approach
We conducted a Safety Culture Ladder baseline assessment combined with interactive workshops with staff and management. Through surveys, interviews, and facilitated discussions, we explored how safety policies, behaviours, and organisational practices influence safety culture in daily operations.
Improving how organisations learn from incidents
Evaluating and strengthening incident investigation processes to support organisational learning and safety improvement.
Improving how organisations learn from incidents
Evaluating and strengthening incident investigation processes to support organisational learning and safety improvement.
Challenge
The organisation sought to improve the way it learns from incidents to prevent future occurrences. The challenge was to assess and optimise the existing incident investigation and learning processes across different research domains, ensuring that the organisation systematically captures lessons from incidents and translates them into effective actions.
Impact
The maturity check revealed the need for standardised incident learning processes across all domains to ensure consistency in investigations and effective learning. Using structured methods like BowTie and Root Cause Analysis ensures findings are actionable. Proactive risk management through leading indicators, such as near-misses and safety culture assessments, helps identify risks early and take timely actions to prevent incidents. The review also emphasised the importance of implementing corrective actions quickly with clear action plans and ownership. Creating a centralised platform for sharing lessons learned across domains will speed up the adoption of best practices. Regular evaluation of implemented measures ensures continuous improvement and effectiveness.
Approach
We developed a maturity model that was used to assess the effectiveness of incident learning in eight key safety domains, including traffic safety, nautical safety, tunnel safety, and workplace safety. The model, based on the Safety Culture Ladder (SCL) and the Hearts & Minds methodology, helped to evaluate the organisational maturity of incident learning processes across stages like data collection, analysis, intervention planning, and follow-up. Interviews with key personnel and reviews of existing procedures provided insights into the current state of incident learning and areas for improvement.
Risk management for offshore wind energy projects
Applying ISO 31000 and Formal Safety Assessment to manage maritime safety risks around offshore wind developments.
Risk management for offshore wind energy projects
Applying ISO 31000 and Formal Safety Assessment to manage maritime safety risks around offshore wind developments.
Challenge
As offshore wind farms rapidly expand in the North Sea, the complexity of managing maritime safety risks increases. The integration of wind turbines with existing shipping routes and operations creates new risks, including collisions, restricted manoeuvrability, and the impact of changing weather conditions. The goal was to develop a comprehensive risk management framework to ensure the safety of maritime operations in the vicinity of wind farms, addressing both current and future risks associated with this growing infrastructure.
Impact
The use of ISO 31000 and FSA facilitated a clear, structured approach to risk management that allowed for the identification of key safety concerns, such as collision risks, the influence of wind turbines on ship movements, and the challenges of search and rescue operations. By following ISO 31000 principles, the project team established a robust risk management framework that integrated maritime safety, operational protocols, and technological innovations. The outcome included concrete risk mitigation strategies, such as optimized navigation routes, enhanced monitoring systems, and additional safety measures to reduce the likelihood and consequences of accidents. The project also provided a basis for future improvements in risk management for offshore wind energy developments.
Approach
The project utilised ISO 31000, the international standard for risk management, to guide the risk identification, analysis, evaluation, and treatment processes. Through a combination of BowTie analyses, simulations, and network analysis, the project identified critical risks, including ship collisions with turbines and the operational challenges posed by offshore wind farms. The FSA methodology was used to assess these risks systematically, while ISO 31000 provided the overarching framework for integrating risk management into the strategic decision-making process. This structured approach ensured that all potential risks were identified and managed comprehensively.
BCM investigation into organisational factors behind power outage at a critical Infrastructure location
Analysing the organisational factors behind a power outage at a critical infrastructure location, with a focus on Business Continuity Management (BCM) and its role in mitigating risks.
BCM investigation into organisational factors behind power outage at a critical Infrastructure location
Analysing the organisational factors behind a power outage at a critical infrastructure location, with a focus on Business Continuity Management (BCM) and its role in mitigating risks.
Challenge
A power outage at a key infrastructure location led to significant operational disruptions. Despite the presence of emergency power systems, critical processes were unavailable for several hours, with limited backup capacity. The challenge was to assess the organisational and procedural shortcomings that contributed to the extended downtime and impact on service delivery.
Impact
The investigation revealed critical BCM shortcomings, particularly in the areas of power redundancy, crisis communication, and the lack of a comprehensive Business Impact Analysis (BIA). Key findings highlighted the absence of integral BCM integration across departments, unclear ownership of critical processes, and the failure to conduct realistic testing of backup systems. The study provided actionable recommendations to improve BCM practices, including stronger cross-departmental ownership, more rigorous testing of emergency systems, and the establishment of clear escalation procedures. These recommendations were aimed at strengthening the organisation's ability to respond to future incidents and ensuring the continuity of critical services.
Approach
The investigation was structured around the key BCM principles, as outlined in ISO 22301, to identify where gaps in organisational readiness and continuity planning contributed to the incident. We conducted a detailed analysis of the event’s timeline, including interviews with involved personnel, document review, and a system-wide assessment of operational dependencies. Special attention was given to areas where BCM elements were insufficiently implemented, such as redundant power supply, crisis communication, and response procedures.
Enhancing driver performance through big data
Using operational data to better understand driver behaviour and improve training and performance management.
Enhancing driver performance through big data
Using operational data to better understand driver behaviour and improve training and performance management.
Challenge
A national rail operator needed to evaluate how new rolling stock and operational data could be used to enhance driver training and performance. The operator sought to understand whether combining multiple data sources could provide insights into performance variability, while ensuring privacy and regulatory compliance.
Impact
The pilot study demonstrated that integrating operational data with driver profiles provides valuable insights into performance patterns and variability. The analysis revealed that performance could be significantly improved by linking data from training and operational systems. The study also emphasized the importance of complying with privacy regulations while leveraging big data. The key recommendations included integrating data-driven insights into training policies, refining performance evaluation methods, and ensuring full legal compliance with data protection standards.
Approach
We collaborated with partners handling the data infrastructure to design and execute a big data pilot study. By linking driver performance data with operational metrics and training characteristics, we could identify patterns in driver behaviour and performance. The study also involved ensuring full compliance with data privacy regulations.
Improving airside safety risk management at airports
Identifying human and organisational factors behind persistent airside safety risks to strengthen airport safety management.
Improving airside safety risk management at airports
Identifying human and organisational factors behind persistent airside safety risks to strengthen airport safety management.
Challenge
Despite several safety interventions at a major European airport, residual safety risks persisted in airside operations. The task was to understand the deeper, systemic human and organisational factors that influenced behaviours, beyond simply looking at operational practices.
Impact
The investigation revealed that human and organisational factors are the primary drivers of residual safety risks in airside operations. Leadership practices were found to need better alignment with safety protocols to cultivate a stronger safety culture. The study also pointed out that proactive risk mitigation should focus on leading indicators, such as near-misses and safety audits, rather than solely on past incidents. Based on these insights, the recommendations involve strengthening leadership commitment to safety, enhancing staff involvement in decision-making, and implementing proactive safety measures using leading indicators to prevent incidents before they escalate.
Approach
We employed a multi-faceted investigation, combining safety culture surveys, incident database analysis, focus groups, and field observations. Our approach also included a gap analysis of current management practices and a review of previous safety recommendations. By combining these methodologies, we were able to identify the underlying human and organisational factors driving persistent safety risks.
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Integrating a multi-domain traffic control centre
Supporting the organisational and operational integration of road, bridge, and waterway traffic management into one control centre.
Integrating a multi-domain traffic control centre
Supporting the organisational and operational integration of road, bridge, and waterway traffic management into one control centre.
Challenge
A provincial authority sought to merge road traffic, bridge operations, and waterway management into one integrated control centre. The challenge was not only technological but also organisational: how could personnel across these distinct sectors work together seamlessly in a new, unified structure? The core challenge was addressing how roles and work processes could evolve to support this integrated approach.
Impact
The integration of multiple traffic management systems highlighted the importance of clear roles, effective communication, and seamless collaboration between departments. The project revealed that a unified control centre requires not only technological integration but also a shift in organisational culture to foster cooperation across different domains. The recommendations focused on redesigning workflows, enhancing technology infrastructure, and developing competency frameworks to ensure a smooth transition and efficient operation of the new system.
Approach
We conducted a series of participatory workshops involving all relevant stakeholders, including operators, managers, and union representatives. Through role plays, scenario-based exercises, and mock-up reviews, we were able to identify potential barriers and uncover the key skills and systems required for successful integration. This iterative process enabled us to provide actionable recommendations on technology, workforce competencies, and organisational design.
Developing a workload-based crewing model for inland waterways
Developing an evidence-based crewing model that aligns staffing regulations with real operational workload in European inland waterway transport.
Developing a workload-based crewing model for inland waterways
Developing an evidence-based crewing model that aligns staffing regulations with real operational workload in European inland waterway transport.
Challenge
The inland waterway sector in Europe has undergone significant transformation over the past few decades. The existing crewing regulations, over thirty years old, no longer account for the technological advancements, the aging workforce, and the growing need for labour mobility across European borders. Despite a consensus among social partners that workload should be a central factor in any new regulations, a comprehensive, evidence-based foundation was lacking.
Impact
The project highlighted the importance of integrating workload considerations into crewing regulations, addressing the impact of modern technology and an ageing workforce. The findings emphasized the need for improved training programs and competency frameworks to ensure that crew members are prepared for evolving tasks. Additionally, the project underscored the necessity of updating regulatory frameworks to reflect workload-based assessments across the inland waterway sector. The recommended actions include implementing a modern crewing instrument, developing targeted training programs, and reviewing current regulations to align with contemporary operational demands.
Approach
Our approach involved in-depth research to assess the workload demands of crewing in the modern European inland waterway network. We identified key factors such as task complexity, critical environmental conditions, and the operational impact on crews at both managerial and operational levels. Future trends, including innovations like modern mooring techniques and e-navigation, were also considered to ensure the instrument’s future relevance and adaptability.
Explore whether our approach fits your context
If this way of working aligns with the challenges you face, we can explore whether Intergo’s role would add value in your context.
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