EXTERNAL PUBLICATIONS

SUMMARY

This best practice model has been prepared to give practical advice to directors, managers and health and safety professionals involved in the conception, planning, assessment and implementation of changes in business organisation and management which have the potential to impact health and safety. Change is not only an opportunity for business to improve practices and systems but is an essential and unavoidable facet of maintaining competitiveness in an ever changing world. However, as with all new enterprises there are risks. These risks are demonstrated by the 1989 explosion at the Phillips 66 petrochemicals plant in Pasadena (Texas) with 23 fatalities and $1 billion of losses which occurred in the context of contractorisation, and the 1992 explosion at the Hickson and Welch plant in Yorkshire which killed 5 people and was preceded by significant organisational changes. The model focuses on (1) how to ensure that change is an opportunity for improving health and safety and on (2) how to minimise the risk of health and safety suffering due to unforeseen effects of changes. This is achieved by compiling together the best practices and lessons learnt from a survey of 10 organisations who have undergone major organisational change. The organisations are from the rail, chemicals, healthcare, water supply, power generation, nuclear, drink manufacturing, quarry, aviation and communications sectors. Use has been made of previous research on the stress and mental health aspects of reorganisation, and the findings of accident inquiries regarding emergency response, to augment the findings of the survey.

This report and the work in it describes were funded by the Health and Safety Executive. Its contents, including any opinions and for conclusions expressed, are those of the authors alone and do not necessarily reflect HSE policy.