Organizational MOC: Case Study at a Large Energy Company

The increased awareness of process safety risks caused by organizational changes has created a demand for better tools and methods. 

This paper presents how an Organizational Management of Change (OMOC) initiative was implemented at a large energy company, with process safety covered processes, to manage the changes to safety critical positions.

This paper discusses the risks—some unexpected—associated with both personnel and structural changes, and the mitigation strategies employed.

Furthermore, this paper explores the challenges associated with short-duration vs. long-duration changes, as well as simple vs. complex organizational changes.

Finally, comparisons are made with facility MOC processes, and differences between OMOC and MOC identified.