Foreword. Introduction. Perspectives on safety management and change (Hale et al.). Part 1. Understanding and Modelling the Safe Management System. Models of organisations versus safety management approaches: a discussion based on studies of the internal control of SHE reform in Norway (Hovden). Developments in HSE management in oil and gas exploration and productions (Visser). Safety management assessment and task analysis - a missing link? (Kirwan). The role of safety climate in a safety management system (Cabrera, Isla). Corporate cultures towards strategic health and safety management and the challenge of organisational change (Wehrmeyer). Part 2. Change, Learning and Safety Improvement. Participative management models and the role of groups and supervision (Seppala). Elements for designing a self-correcting organisation: examples from nuclear plants (Bourrier). Layer system for learning from human contributions to events: a first outline (Becker). An evaluation of the use of the international safety rating system as intervention to improve the organisation of safety (Chaplin, Hale). Part 3. Responding to Outside Change. Process safety management and the implications of organisational change (Baram). Management of health and safety aspects of major organisational change (Wright). Privatisation and division into competing units as a challenge for safety management (Maidment). Safety related interventions in inter-organisational fields (Wilpert, Fahlbruch). Organisational decision making and risk management under pressure from fast technological change (Svedung, Rasmussen). Conclusions. Conclusions (Baram, Hale). Keywords.