Fundamental Principles of Implementing Changes

Any changes disrupt the usual work routine for employees and therefore pose a serious danger. Therefore, organizing the safe implementation of changes requires constant attention from managers at all levels of management.

The concept of "changes" implies changes in:

• work methods and work organization;
• the place(s) of work performance.

Therefore, HSE and industrial safety experts must be able to convincingly explain to others what follows the changes and what value this represents for the company, management, and employees.

HSE and industrial safety experts must develop requirements that ensure the mechanical execution of employee actions, providing answers to the employee about what they should do differently or in a new way.

One Company – One Standard

A local regulatory document (hereinafter the Standard) should be developed taking into account the requirements of all enterprises, all locations and (or) business units, and all people, connecting all approaches in the company to achieve more together.

It should be flexible and cover all company operations, for example: power generation, construction, mining and processing, transport and logistics, contractor management, and office risks.

Thus, by implementing the Standard, each function is involved in the process and is responsible for implementation, taking into account local needs, legislation, language, and operational requirements.

Launching Communication – Motivation

Launching and ensuring regular, company-wide, multi-level, multi-channel, and multilingual communication through:

• gaining the commitment of key stakeholders;
• identifying all types of audiences to deliver tailored messages;
• using all communication channels and touchpoints (video messages from top executives, i.e., senior management, personal conversations before shifts/in the work area, posters, email, PPE stickers, workplace briefings, newsletters, etc.);
• explaining “why, how, who, when”;
• explaining “what this means for me” (motivational factor);
• ensuring rapid and effective dissemination of results.

Training

Phased, multimodal training for specific functions, allowing the message to be absorbed, retained, and implemented.

Sessions in coordination with senior management, behavioral training for managers, skills training for workers, and training for target working groups:

• instructor-led training;
• interactive training manuals: video, animation, gamification, interaction, e-learning;
• group participation and role-playing;
• practical training and coaching.

Stimulating Cultural Change

Leadership defines culture, and culture defines behavior. Leaders will facilitate a successful change process by encouraging the implementation of safe systems of work and training. The implementation plan supports the “Individual Implementation Plan” of each enterprise with an emphasis on:

• timely and relevant communication;
• active empowerment;
• constant feedback;
• proactive problem identification;
• stimulating decentralized responsibility with corporate support.

Support and Enabling Monitoring

• HR service to support training rollout and monitoring individual competency development;
• corporate communications team to launch and ensure regular communication Corporate IT service to ensure automation and monitoring of reporting;
• finance and HR to develop incentive and performance improvement criteria to support the rollout, implementation, use, and continuous improvement of the Standard.

Fundamental principles of implementing changes help form an action plan for change implementation. The core of change is working with the people involved in transformations. A clear action plan will help convey the importance of changes, manage employee resistance, and maintain the motivation to work in a new way.