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Module 12 - Management of Change is part of the full Process Safety Management eLearning package, which provides an integrated overview of the 20 elements in 15 modular presentations sessions which are each 45 minutes in length.This module can be undertaken as an individual module or altogether as a package on the EI’s learning management system, with recorded presentations and exercises taught by a leading expert in process safety and a former deputy director of the UK Health & Safety Executive.
Ian Travers
Ian is a world expert on process safety management, leadership and the establishment and implementation of key performance indicators for major hazard industries, Ian holds the Institute of Chemical Engineers’ Franklin Medal for his outstanding contribution to Process Safety.
Ian was the former Deputy Director (Chemical Regulation) UK Health and Safety Executive and has over twenty-five years’ experience in the regulation of chemical and major hazard industries and in the investigation of major incidents to discover the underlying causes. He is an expert on process safety management, leadership and the establishment and implementation of key performance indicators for major hazard industries. Ian holds the Institute of Chemical Engineers’ Franklin Medal for his outstanding contribution to Process Safety.
Ian has over twenty five years’ experience in the regulation of chemical and major hazard industries and in the investigation of major incidents to discover the underlying causes. He led the joint HSE and industry response to the major fire and explosion at the Buncefield fuel depot in the UK and established the UK Process Safety Leadership Group.
He also chaired the international expert panel to publish the Organisation for Economic Co-operation and Development (OECD) Guidelines on Process Safety Governance which is now the global benchmark on Process Safety Leadership and is also a member of the Energy Institute process safety committee.
Ian is a world expert on process safety management, leadership and the establishment and implementation of key performance indicators for major hazard industries, Ian holds the Institute of Chemical Engineers’ Franklin Medal for his outstanding contribution to Process Safety.
Ian was the former Deputy Director (Chemical Regulation) UK Health and Safety Executive and has over twenty-five years’ experience in the regulation of chemical and major hazard industries and in the investigation of major incidents to discover the underlying causes. He is an expert on process safety management, leadership and the establishment and implementation of key performance indicators for major hazard industries. Ian holds the Institute of Chemical Engineers’ Franklin Medal for his outstanding contribution to Process Safety.
Ian has over twenty five years’ experience in the regulation of chemical and major hazard industries and in the investigation of major incidents to discover the underlying causes. He led the joint HSE and industry response to the major fire and explosion at the Buncefield fuel depot in the UK and established the UK Process Safety Leadership Group.
He also chaired the international expert panel to publish the Organisation for Economic Co-operation and Development (OECD) Guidelines on Process Safety Governance which is now the global benchmark on Process Safety Leadership and is also a member of the Energy Institute process safety committee.
Learning Objectives:
• Understand why an effective MoC system is essential in process safety risk management
• Explain the main stages within an assessment and approval of a proposed change
• Understand the main types of risk assessment to be used within a MoC system
Key Points to cover:
• Purpose: To ensure that all changes to plant, equipment, procedures and personnel which could have an adverse impact on the safe operation and maintenance of plant and processes are assessed and approved under a formal management of change system before being implemented.
• Learning Points:
o MoC is a permissioning system.
Permission should be conditional on
• A clear business case to set out the reason for change and expected benefits• a risk assessment to judge the potential impact on process safety
A person should not be able to grant themselves permission
o Why MoC systems fail so often
o Scope and types of change requiring approval clearly set out
Technical, operational. organisational
o Clear determination of what constitutes a ‘temporary change’ and a ‘like for like’
change
o Clear determination and specification of the key stages in a MoC system
o Roles and Responsibilities clearly allocated with specified competencies for each role
o Types of risk assessments suitable within each type and form of change
o Need to update training, procedures, maintenance programmes and process information such as PIDs and other plant schematics
o No change within change without review of permission
o Validation that change approved meets the specifications and conditions of the approval
o Routine monitoring of the MoC system
Contact details
Training Team: webtraining@energyinst.org, 02074677178