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.
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
1) Imminent danger situations
2) Personnel in jeopardy
3) Potential for substantial financial loss (e.g. product)
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.
• Short-term building projects.
• Building maintenance.
• Renovation work.
• Demolition.
• Excavations.
• 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.
• 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.
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.
• Implement the changes
• Training to the workers
• Follow and monitor the MOC
procedures.
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.
• 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.
– 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.
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 .
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