3.5 Management of Change

Typical changes in the workplace and their possible impact

Management of change (MOC) is a systematic approach to dealing with change in an organisation. It is typically used in industrial facilities and operations, but any workplace can use it, especially those that change practices and processes from time to time. Its goal is to protect workers from harm during critical periods of transition, for as long as the change is in place.

Every company has different risk exposure and a different tolerance for failure, so each business must analyse the hazards of proposed changes and define its own tolerance for risk. Types of change that should be assessed include:

• Organisational changes, such as changes of personnel or staffing
• Activity changes, such as changes to processes, equipment, construction work or infrastructure, and work practices
• Material changes, such as new chemicals or packaging
• Changes to the OHS management system, such as procedures and working practices

Managing the impact of change

• Communication and cooperation. Without a thorough understanding of what is going to change, management cannot judge its effect on the organisation. Know the details so that the change can be managed properly. Communication can uncover risks in the planning phase and helps employees understand the reason for the change, its benefits, and what it means for them and their role. It also draws them in, so that they feel able to commit to the change.
• Risk assessment. Identify significant hazards introduced or affected by the change, including credible major consequences and interactions with existing work. Use detail proportionate to the risks. A small change can have serious effects, but not every minor effect should be assumed to have the worst conceivable outcome.
• Appointment of competent people. Competent people are needed to identify the effect of change and to manage it. As changes are rolled out, management should keep evaluating workers' exposure to risk, using continuous feedback and reports from day-to-day operations.
• Segregation of work areas. Separate affected work and coordinate access and neighbouring activities. For maintenance, securely isolate all relevant energy, release or restrain stored energy and verify the safe state. If powered movement is genuinely necessary for a particular adjustment, it requires a specifically assessed and validated safeguarding method; slow speed or a hold-to-run control alone does not establish safety.
• Amendment of emergency procedures. Changes can make existing emergency arrangements out of date, so revise them to match the new situation and make sure everyone knows the new arrangements.
• Welfare provision. Provide enough welfare facilities for maintenance staff, including temporary workers and contractors. These include drinking water, toilets, washing facilities, changing rooms and rest areas.

Summary notes for Element 3 · Cheat sheet · Glossary. A study aid, not published or endorsed by NEBOSH.