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Safety and environmental standards for fuel storage sites
Final report
160
Guidance
134
A guide to the Control of Major Accident Hazard Regulations 1999
L111 summarises the
range of changes, including changes to people and the organisation, which should be subject to
management of change control procedures.
135 HSE’s Information Sheet
Organisational change and major accident hazards
CHIS7
103
sets
out a framework for managing organisational changes, and is recommended for high-hazard
industries.
136
Principles for the assessment of a licensee’s intelligent customer capability
104
and
Contractorisation
105
are documents used internally by HSE’s Nuclear Directorate to assess and
inspect contractorisation and intelligent customer issues.
137
Managing contractors
HSG159
106
is a guide for employers in managing contractors in the
chemical industry.
138
The use of contractors in the maintenance of the mainline railway infrastructure
107
is an HSC
review of contractorisation in the railways (primarily) and other high hazard industries, including
nuclear, offshore, and onshore chemicals.
139
Health and safety management systems interfacing
108
provides a methodology for interfacing/
integrating safety management systems between clients and contractors.
140 Information about the Client Contractor National Safety Group Safety Passport scheme can
be found online at
www.ccnsg.com.
Organisational change
141 CHIS7 describes the types of organisational change that can affect the management of major
accident hazards. These include:
business process engineering;
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de-layering;
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introduction of self-managed teams;
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multi-skilling;
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outsourcing/contractorisation;
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mergers, demergers and acquisitions;
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downsizing;
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changes to key personnel;
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centralisation or dispersion of functions;
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changes to communication systems or reporting relationships.
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142 The main focus of CHIS7 is on changes at operational and site level and it is specifically
about major accident prevention. It sets out a three-step framework for managing change, as
follows:
Step 1 – Getting organised for change.
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Step 2 – Assessing risks.
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Step 3 – Implementing and monitoring the change.
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Contractorisation, and intelligent customer capability
143 A principle, well known within the nuclear industry, is that dutyholders should maintain the
capability within their own organisations to understand, and take responsibility for, the major
hazard safety implications of their activities. This includes understanding the Safety Case for
their plant and the limits under which it must be operated. It is known as ‘intelligent customer
capability’. (See
Principles for the assessment of a licensee’s intelligent customer capability
and
Contractorisation
.)