Guidelines for Managing Process Safety Risks During Organizational Change

Since 1985, the Center for Chemical Process Safety (CCPS) has been the world leader in developing and disseminating information on process safety management and technology. CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 80 books in its process safety guidelines and process safety concepts series, and over 100 training modules through its Safety in Chemical Engineering Education (SACHE) series.

• List of Tables xiList of Figures xiiiFiles on the Web Accompanying This Book xvAcronyms and Abbreviations xviiGlossary xxiAcknowledgements xxiiiPreface xxvIntroduction and Scope 11.1   Case Study- Hickson and Welsh LTD, England (1994) 11.2   Introduction 31.3   The Need for Management of Organizational Change 51.4   Organization of the Book 61.5   A History of Organizational Change Management 111.6   Definitions Related to Management of Organizational Change 16Corporate Standard for Organizational Change Management 212.1 Case Study – BP – Grangemouth, Scotland (2000) 212.2 OCM Background 242.3 Management Commitment 252.4 OCM Policy 262.5 OCM Workflow 272.6 OCM Procedure 282.7 Definition of Organizational Change 292.8 Roles and Responsibilities 322.9 Initiate an Organizational Change 322.10 Review the Change 342.11 OCM Risk Assessment 352.12 Action and Implementation/Transition Plans 552.13 Post-Implementation Monitoring 592.14 Closeout 612.15 Conclusion 61Modification of Working Conditions 653.1 Case Study – Esso – Longford, Victoria, Australia (1998) 653.2 Modifying location, communication, or time allocation for people 683.3 Case Study – Changes in shift schedules and staffing during turnarounds 693.4 Changes to terms and conditions of employment (e.g. hours, shifts, allowable overtime) 723.5 Staffing during turnarounds, facility-wide emergencies, or extreme weather events 743.6 Impacts and Associated Risks 763.7 Special Training Requirements 793.8 Conclusion 80Personnel Changes 834.1 Case Study – Union Carbide – Bhopal, India (1984) 834.2 Case Study – Bayer CropScience, LLC – Institute, West Virginia, USA (2008) 874.3 Changes in Plant Management, Such as Plant Manager or EHS Manager 914.4 Replacement of a Subject Matter Expert (SME) 924.5 Replacing the Incumbent in a Position that Directly Affects Process Safety 934.6 Strikes, work stoppages, slowdowns, and other workforce actions 934.7 Emergency Response Team Staffing 954.8 Impacts/Associated Risks 954.9 Organizational Change Procedures versus OCM for new hires, promotions, etc. 974.10 Conclusion 98Task Allocation Changes 995.1 Downsizing Examples 995.2 Task Allocation Changes 1015.3 Job Competency Change 1025.4 Case Study – Bayer CropSscience LLC – Institute, West Virginia, USA (2008) 1035.5 Assigning New Responsibilities 1055.6 Temporary Backfilling 1065.7 Vanishing Task Allocations 1065.8 Case Study – BP – Whiting, Indiana, USA (1998 – 2006) 1075.9 Impacts/Associated Risks 1095.10 Conclusions 111Organizational Hierarchy Changes 1136.1 Centralization or Decentralization of Job Functions 1146.2 Case Study – Esso – Longford, Victoria, Australia (1998) 1156.3 Reorganizations and De-layering the Hierarchy 1176.4 Impacts/Associated Risks 1196.5 Changes to Span of Control 1216.6 Impacts/Associated Risks 1226.7 Linear vs. Matrix Organization 1226.8 Case Study – BP, Texas City, Texas, USA (2005) 1246.9 Impacts/Associated Risks 1266.10 Acquisitions, Mergers, Divestitures, and Joint Ventures 1276.11 Case Study – Anonymous, USA (1998) 1276.12 Associated Risks 1286.13 Case Study – Union Carbide, Bhopal, India (1984) 1296.14 Changing Service Providers 1326.15 Impacts/Associated Risks 1326.16 Conclusion 133Organizational Policy Changes 1357.1 Case Study – Dupont, Delaware, USA (1818) 1357.2 Changes to Mission and Vision Statements 1367.3 New and Revised Corporate Process Safety Related Policies/Procedures 1387.4 Major Changes to Policy of Budgets for Maintenance or Operations 1397.5 Impacts/Associated Risks 1407.6 In/Outsourcing of Key Departmental Functions Such as Engineering Design or Maintenance 1427.7 Staffing Level Policy Changes (shutdowns, turnarounds, startups) 1447.8 Special Training Requirements 1467.9 Conclusion 146Appendix A. Example Tools for Evaluating Organizational Changes 149Appendix B. Example Procedures for Managing Organizational Changes 199Index 236