Management of change in Industrial Safety : An introduction

What is the management of change?

The management of change is a systematic approach to organizational changes with the aim of ensuring the continued safety of the workforce throughout the process.

Management of change is a systematic way to handle changes within an organization to effectively deal with the change and capitalize on possible opportunities.

It involves adapting to the change, controlling the change, and enacting new change.

These systematic processes ensure that the change is dealt with in a proactive manner.

Examples: (If we do not manage the change effectively , it may lead to

Imminent danger situations
Personnel in jeopardy
Potential for substantial financial loss (e.g. product)

What type of changes require the management of change ?

Typical types of change faced in the workplace and the possible impact of such change, including:

Any new construction works, infrastructure , critical process parameter's
Any changes in existing process, technology , methods e.g. Changes in the critical test equipment
Any change of plant, equipment, machinery , system
Any change in working practices. / Working conditions
Any changes to facilities /workplace e.g. extension of site
Any Major change / Any minor change e.g. changes in the raw material
Any changes in legal requirement /standard requirement /minor changes
Any SOP changes, / Any changes in SSW
Any changes in testing procedures, temporary changes happen such as transferring equipment to a new location
Any workplace location change
Any internal changes i.e. changes in maintenance procedures
Any changes in site-level organizational structure
Any Staff or manager changes
Any external changes in the organization
Reducing staffing levels or increasing the more vulnerable workers
Using contractors for high risk activities
Any specifc work planned like Building maintenance, Renovation work, Demolition, Excavations.

Construction works (temporary works).

Temporary works include:

Short-term building projects.

Building maintenance.

Renovation work.

Demolition.

Excavations.

What are the Objective/ Purpose of Management of Change?

To prevent Injury/Accident
Ensure Safety - To enhance occupational H&S at work,
Minimize Hazard- To minimizing the introduction of new hazards
Minimize Risk- To minimize or control the OH&S risks into the work environment
Mitigate the Risks
To do effective Risk assessment to avoid the Catastrophic failure
Ensure effective planning- The need to manage change can be an outcome of planning and suitable arrangements in place
Identify the scope of change,
Implementation of control measure to keep the risk in acceptable range
To understand the competency/skills/knowledge/experience expected(required) in the job by the Employer/Employee
To do effective communication during the change
To ensure Roles and Responsibilities by Employer/Employees
To ensure necessary training , emergency arrangements to control the MOC effects.

Some examples of the overlooked Changes :

Installing a control valve bypass
Installing a spill guard berm under a fracturing tank along without proper grounding and bonding
Changes to an alarm set point
Changes to materials of construction/ modification
Changing procedures for the manual addition of methanol to a chloride injection tank
Procedures for installing a new type of relief device
Changing inspection intervals for piping circuits
Changing the number of thickness measurement locations (or condition monitoring locations) on a pipe
Changes to a control room located within a PSM covered process unit
Reference : https://safesitehq.com/management-of-change-moc/?

Basic Procedure of MOC:

The procedures shall assure that the following considerations are addressed prior to any change:

Recognize /identify the Proposed Changes
MOC Risk Assessment - Evaluate the Hazards and Risk in Proposed changes
- - - - - Evaluate on the technical basis for the proposed change;
- - - - -Evaluate the impact of the change on safety and health
Determine changes into the modifications e.g. SOP , Technology, methods
Determine the necessary time period for the change and
authorization requirements for the proposed change

documentation should be sufficiently detailed to allow those reviewing or authorizing enough information to approve, deny, or suggest further revisions.

After MOC Approval:

Implement the changes
Training to the workers
Follow and monitor the MOC procedures

When Management of change will be reviewed (during and after)? (as per ISO45001- Clause no 8.1.3 )

The organization shall establish a process(es) for the implementation and control of planned temporary and permanent changes that impact OH&S performance, including:

a) new products, services and processes, or changes to existing products, services and processes, including:

— workplace locations and surroundings;

— work organization (mergers, acquisitions, reorganizations)

— working conditions;

— equipment;

— work force;

b) changes to legal requirements and other requirements;

c) changes in knowledge or information about hazards and OH&S risks;

d) developments in knowledge and technology.

The organization shall review the consequences of unintended changes, taking action to mitigate any adverse effects, as necessary.

How managing the impact of change(MOC) ?

Mitigating the Impact of Change (MOC)

By effective Communication and co-operation- between all affected parties
By adequate Risk assessment - of the work itself and its impact on the workplace.
By appointment of competent people- workers and managers
By segregation of work areas - barricade , separate pathways

By extending welfare provision -for all workers involved.
Emergency changes (by amendment of emergency procedures ) – and the impact of the works on existing emergency arrangements.

Management of Change

(as per ILO-OSH 2001 Point 3.10.2)

- 3.10.2.1. The impact on OSH of internal changes (such as those in staffing or due to new processes, working procedures, organizational structures, or acquisitions) and of external changes (for example, as a result of amendments of national laws and regulations, organizational mergers, and developments in OSH knowledge and technology) should be evaluated and appropriate preventive steps taken prior to the introduction of changes.

3.10.2.2. A workplace hazard identification and risk assessment should be carried out before any modification or introduction of new work methods, materials, processes, or machinery. Such an assessment should be done in consultation with and involving workers, their representatives, and the safety and health committee, where appropriate.

3.10.2.3. The implementation of a “decision to change” should ensure that all affected members of the organization are properly informed and trained.

Why is organizational change an issue?

Many organizations face continuous pressure to change in order to meet their business objectives in a competitive market.

The industry is undergoing increasing change, and there has been, and continues to be, pressure for organizational change and staff reductions.

Organizational changes such as reducing staffing levels, using contractors or outsourcing, combining departments, or changing roles & responsibilities are usually not analyzed and controlled as thoroughly as plant or process changes. Such changes can, if inadequately conceived or implemented, have a detrimental effect on safety. Even subtle changes to organizations can have significant impacts on the management of hazards.

Rapid or continuous change can also have a detrimental effect on health, and poorly managed organisational change can increase the workforce’s experience of stress.

The key issue is that the direct and indirect effects of a proposed change on the control of hazards should be identified and assessed.
Due to the greater potential consequences of an accident, major accident hazard sites should aim for higher reliability in their planning and decision making.
Avoid too many simultaneous changes which may result in inadequate attention to some or all. Phase changes whenever possible.
Organisational change should be planned in a thorough, systematic, and realistic way; similar to the processes for managing plant change.
Two aspects of the change need risk assessment: risks and opportunities resulting from the change (where you want to get to) and risks arising from the process of change (how you get there).
Consult with staff (including contractors) before, during and after the change - don’t miss serious issues hidden among all the natural concerns.
Ensure that all key tasks and responsibilities are identified and successfully transferred to the new organisation.
Provide training and experienced support/supervision for staff with new or changed roles.
Consider reviews of plans and assessments by independent internal or external experts - be prepared to challenge.
Remember that change can happen even to apparently static organisations e.g. the effects of an ageing workforce., time factor .

Group Discussion

What are the typical types of changes faced in the workplace?
What is the possible impact of change at workplaces due to construction works?
What are the possible impact of change at workplaces due to change of process?
What are the possible impact of change at workplaces due to change of equipment?
What are the possible impact of change at workplaces due to change in working practices?
How we can manage the impact of change at workplace?
When the review of workplace change to be done ?