Management of change and project management

The introduction of any form of change into an organisation, if not appropriately managed, can significantly increase the levels of HS&E and process safety risk.

• 12.1A process is in place which systematically identifies, assesses and manages the risks arising from both temporary and permanent changes.
• 12.2The processes for managing change address: authority for approval of changes; compliance with legislation and approved standards; acquisition of needed permits; documentation (including reason and technical basis for change); identification and communication of risks associated with the change; and mitigation measures such as time limitation and training.
• 12.3Management of change addresses changes to: assets or equipment; operations or operating procedures; products, materials or substances; organisation or personnel; software or control systems; designs or specifications; standards or practices; and inspection, maintenance or testing programmes.
• 12.4Management of change considers impacts to: process safety; health and safety; environment; reputation; security (including threats to both physical and cyber security); third-party assets; and business interruption.
• 12.5Management of change considers human and organisational factors.
• 12.6Temporary changes do not exceed initial authorisation for scope or time without review and approval.
• 12.7Changes are approved by specified named competent individuals commensurate with the risk associated with the proposed change.
• 12.8Pertinent records covering all changes are maintained.
• 12.9Project management procedures are documented, well understood, readily available to those who need to use them (including contractors) and executed by qualified personnel.
• 12.10Key stages in the project development life cycle are reviewed and approved by specified level of management, with due consideration of PSM practices.
• 12.11Criteria are established, and procedures are in place for conducting and documenting risk assessments at specific project stages to confirm the integrity of new assets and existing assets which have been substantially modified.
• 12.12HS&E and process safety impacts of new business development on the local community are assessed and communicated to relevant authorities and integrated into the business case.
• 12.13The design and construction of new or modified facilities use approved standards and practices that: meet or exceed applicable regulatory requirements; embody responsible requirements where legislation does not exist; and encompass robust PSM practices.
• 12.14A pre-commissioning review is performed and documented to confirm that: construction is in accordance with specifications; risk management recommendations have been addressed; regulatory and permit requirements are met; emergency, operations and maintenance procedures are in place and adequate; required training of personnel and communication related to PSM aspects have been accomplished; and necessary project documentation (safety file) is readily available to those who need to use it.
• 12.15Procedures are in place to identify and manage the HS&E and process safety risks arising from the mothballing and decommissioning or disposal of assets, including dismantling, demolition and site remediation.
• 12.16Arrangements for management of change and project management are understood and followed; understanding of arrangements, and compliance with them, are regularly tested.
• 12.17Compliance and performance trends are reviewed by specified levels of management.