Management of Change in the Occupational Health and Safety System as a Tool for Improving the Efficiency of Production Processes

A specialist directly involved in production processes should consider management of change not as a formal procedure, but as one of the key mechanisms for ensuring the sustainable, safe, and efficient operation of an enterprise.

Modern production is dynamic: new technologies are introduced, equipment is upgraded, organizational structures change, and legislative requirements and stakeholder expectations evolve. Any of these changes, in the absence of a systematic approach to occupational health and safety (OHS), may lead to an increase in occupational risks, accidents, and production losses.

In this context, management of change (MoC) within the occupational health and safety system becomes an integral part of the overall enterprise management system, directly influencing the efficiency of production processes, the level of safety culture, and compliance with regulatory requirements.

The Essence of Management of Change in the Occupational Health and Safety System

Management of change (MoC) in the context of occupational health and safety (OHS) represents a structured process for the identification, assessment, approval, and control of any changes that may affect working conditions, the level of occupational risks, and personnel safety. This concept encompasses not only technical changes, but also organizational, personnel-related, technological, and regulatory aspects.

In practice, changes may include the introduction of new equipment, adjustments to technological regulations, replacement of raw materials and materials, modifications to staffing structures, redistribution of functions among departments, as well as the implementation of new regulatory requirements in the fields of occupational health, industrial safety, and environmental protection.

The key objective of management of change is to ensure that no change is implemented without prior risk assessment, determination of control measures, and appropriate communication to personnel.

Regulatory and Legal Framework for Management of Change

In national practice, management of change directly derives from legislative requirements in the field of occupational health and safety. In particular, Resolution of the Cabinet of Ministers of the Republic of Uzbekistan No. 819 dated 24 December 2025 “On the Approval of Certain Provisions in the Field of Occupational Health” [4] establishes the need for a systematic approach to occupational health management, including occupational risk assessment, employee training, and control of changes in working conditions.

Special attention should be paid to Resolution of the Cabinet of Ministers of the Republic of Uzbekistan No. 26 dated 25 January 2025 “On the Procedure for Training, Retraining, Advanced Training, and Certification of Managerial and Engineering-Technical Personnel of Organizations Operating Hazardous Production Facilities” [3], which regulates the certification of engineering-technical and administrative-management personnel in the field of industrial safety. This document emphasizes that changes in technological processes and equipment must be accompanied by confirmation of the competence of responsible personnel.

At the international level, management of change is established in ISO 45001:2018 “Occupational Health and Safety Management Systems” [6], as well as in the recommendations of the International Labour Organization (ILO). According to ISO 45001, organizations are required to establish processes for managing both temporary and permanent changes that affect the OHS management system.

Classification of Changes from the Perspective of Occupational Health and Safety

In engineering practice, changes should be classified according to their nature and their potential impact on occupational safety. Technical changes include the replacement or modernization of equipment, the introduction of automated control systems, and modifications to the structural elements of machines and mechanisms. Such changes typically require revision of occupational safety instructions, interlock and protection schemes, as well as additional testing and commissioning activities.

Organizational changes involve the redistribution of responsibilities, modification of departmental structures, introduction of new positions, or workforce reductions. Despite their seemingly indirect relation to safety, organizational changes often become a cause of increased occupational injuries due to unclear allocation of responsibilities and insufficient control.

A separate category includes changes in technological processes, such as adjustments to operating modes, replacement of raw materials, and the introduction of new materials and chemical substances. In such cases, OHS specialists at enterprises are required to initiate extraordinary hazard identification, occupational risk assessment, and, where necessary, revision of sanitary and hygienic standards.

Particular attention should be given to the management of change when working with contractors and subcontractors. In industrial practice, contractors often perform high-risk activities related to installation, maintenance, and reconstruction works.

One of the key elements of management of change is mandatory documentation. In practice, this is implemented through change logs, electronic management systems, or specialized change request forms. Documentation ensures traceability of decisions and provides an evidence base during inspections by regulatory authorities. Control over the implementation of changes should include both the implementation phase and subsequent monitoring.

OHS specialists at enterprises are required to ensure timely approval of all changes affecting contractor activities, as well as to inform contractor organizations of new risks and requirements. International OHS practice emphasizes the necessity of integrating contractors into the enterprise’s overall management of change system.

Management of Change as an Element of the Occupational Risk Management System

From a practical perspective, management of change cannot be considered separately from the occupational risk management system. Any change represents a potential source of new hazards or an escalation of existing ones.

At enterprises, OHS specialists directly involved in production processes are required, at the change planning stage, to:

·      identify new hazardous and harmful occupational factors;

·      assess the level of occupational risks before and after the implementation of changes;

·      determine the need to revise occupational safety instructions, the permit-to-work system, and emergency response and accident mitigation plans;

·      ensure the involvement of line managers and technical specialists in the risk assessment process.

 This approach makes it possible not only to reduce occupational injury rates, but also to prevent equipment downtime, emergency shutdowns, and unplanned repairs, which directly affect production efficiency.

The Role of Personnel and Training in Management of Change

One of the most vulnerable elements in the implementation of changes is the human factor. Even technically justified and inherently safe changes may lead to incidents if workers are insufficiently informed or inadequately trained.

In this regard, management of change must necessarily include:

·      unscheduled occupational safety briefings;

·      targeted training of personnel when introducing new equipment or technologies;

·      verification of knowledge of occupational safety and industrial safety requirements;

·      updating training and on-the-job training programs.

International practice shows that employee involvement in the change process significantly increases acceptance of new solutions and reduces personnel resistance. In companies that follow the recommendations of the International Labour Organization (ILO) [5], the practice of preliminary consultations with workers and their representatives is widely applied.

Impact of Management of Change on the Efficiency of Production Processes

From a production perspective, management of change within the OHS system is directly linked to performance indicators. Safe working conditions contribute to a reduction in occupational injuries and work-related diseases, which in turn decreases lost working time and compensation costs.

In addition, a systematic approach to change management makes it possible to:

·      minimize the risks of accidents and incidents;

·      improve equipment reliability;

·      reduce the number of unplanned shutdowns;

·      ensure the resilience and continuity of production processes during modernization.

In practice, enterprises that have implemented Management of Change procedures demonstrate more stable productivity indicators and higher product quality.

International Experience in Management of Change

In the oil and gas, chemical, and energy sectors, management of change (MoC) is a mandatory element of occupational health and safety (OHS) management systems. In particular, under the OSHA (Occupational Safety and Health Administration, USA) standards, the MoC procedure forms part of the Process Safety Management requirements [1].

In European practice, management of change is integrated into Seveso III safety management systems (Directive 2012/18/EU) [2], which are aimed at preventing major industrial accidents. These approaches demonstrate that timely assessment of changes significantly reduces the likelihood of serious incidents.

Practical Implementation of Management of Change at Enterprises

From a practical standpoint, management of change within the occupational health and safety system should be formalized in the form of a local regulatory document or procedure, integrated into the enterprise management system. It is essential that all stakeholders understand and accept that such procedures are comprehensible not only to OHS specialists but also to line managers, technical specialists, and representatives of contracting organizations.

Practice shows that the most effective procedures are those in which the initiators of changes, the process for their review, the risk assessment criteria, and the responsibility for decision-making are clearly defined. At the same time, management of change should cover both planned changes and unplanned changes arising from accidents, equipment failures, or regulatory authority requirements. 

Interconnection Between Management of Change and Occupational Safety Instructions

A special place in the management of change system is occupied by the updating of occupational safety instructions. According to national legislation, instructions must be reviewed whenever technological processes, equipment, or working conditions are modified. In practice, this means that no change can be considered complete without analyzing the need for revisions to the instructional documents.

Moreover, changes must be communicated to employees against their signatures, accompanied by the relevant briefings. Ignoring this stage often leads to the formal execution of procedures without actual improvement in the level of safety.

Performance Indicators of Management of Change

To evaluate the effectiveness of management of change (MoC), it is appropriate to use both quantitative and qualitative indicators. These include the reduction of occupational injuries, the decrease in the number of incidents and near-miss situations, the reduction of equipment downtime, and the improvement of personnel awareness levels.

Another important indicator is the reduction in the number of unplanned corrective actions, which reflects the quality of preliminary risk assessment and the justification of decisions taken.

The Role of Leadership and Safety Culture

No management of change procedure can function effectively without the active involvement of enterprise leadership. Support from senior and middle management fosters a safety culture in which occupational health and safety considerations are treated on par with production and economic performance indicators.

Experience shows that enterprises with a well-developed safety culture perceive management of change not as a bureaucratic burden, but as a tool for loss prevention and the enhancement of business resilience.

In conclusion, it should be emphasized that management of change within the occupational health and safety system is an integral element of modern production management. This mechanism ensures control over risks arising during the development and modernization of the enterprise.

Systematic and consistent implementation of management of change allows not only compliance with national legislation and international standards but also the creation of conditions for sustainable growth in labor productivity without compromising the life and health of workers.

In the context of continuous technological and organizational transformations, management of change serves as the connecting link between safety and efficiency. For this reason, this practice should be regarded as a long-term investment in the reliability of production processes, the employer’s reputation, and the social responsibility of the business.

 

 

References

1.   1910.119 - Process Safety Management of Highly Hazardous Chemicals. URL: https://www.osha.gov/laws-regs/regulations/standardnumber/1910/1910.119

2.   Directive 2012/18/EU. URL: https://eur-lex.europa.eu/legal-content/bg/TXT/?uri=CELEX%3A32012L0018

3.   Resolution of the Cabinet of Ministers of the Republic of Uzbekistan No. 26, dated 21 January 2025 “On the Procedure for Training, Retraining, Advanced Training, and Certification of Managerial and Engineering-Technical Personnel of Organizations Operating Hazardous Production Facilities”. URL: https://lex.uz/ru/docs/7338845

4.   Resolution of the Cabinet of Ministers of the Republic of Uzbekistan No. 819, dated 24 December 2025 “On the Approval of Certain Provisions in the Field of Occupational Health”. URL: https://www.lex.uz/uz/docs/7960303

5.   Thematic Portal “Occupational Safety and Health”. URL: https://www.ilo.org/topics-and-sectors/safety-and-health-work

6.   ISO 45001:2018 Requirements and Implementation Guidelines. URL: https://www.iso.org/standard/63787.html