Zohr Field Process Safety Operative Self-Assessment

Zohr field has developed a smart tool for the Process Safety compliance self-assessment. Scope of the tool is to evaluate field Process Safety Management system performance as well as driving a step change in field culture by making Process Safety a transversal target for all departments, not only HSE. To reach this scope, an internal Field multidisciplinary team has been created with the scope to verify the Process Safety pillars compliance through a simplified check list and scoring model. The initial 8 key elements are: ESDs Alarm management Safety Critical Elements Overrides Loss of Primary Containment Management of Change Permit to Work Manuals/Procedures For each elements a weighted scoring model from 0 to 5, composed by multiple questions, has been defined; a detailed guidance is supporting and assisting the team during the assessment. Once completed the scoring model a traffic lights system integrated with a spider diagram will automatically represents the field compliance with the elements. A quick and immediate graphic representation identifies then the main gaps for each elements. Based on those results the multidisciplinary team defines an Action Plan to be addressed to the relevant dpt for improvement and follow-up. The assessment frequency has been set to 6 months and the multidisciplinary team is appointed on rotation basis by Zohr Field General Manager and the relevant Department General Manager. The first PS self-assessment performed in Zohr in September 19 showed the PTW system and SCE management as the main points of strength while the Management of Change implementation and the ESD tracking as the elements to be improved. In particular Zohr has already set a robust system for the PTW management through a dedicated technical process team SIMOPS and developed a robust override and leak management system across the related departments. As all the plant modifications have been managed so far thorough a DCN (Design Change) System with project support, as action plan was foreseen to implement a dedicated system for the electronic management of the MoC. The first assessment highlighted also the need to improve the actions monitoring to keep traced all the findings coming from the RCA of the plant ESD and PSD. Moreover as additional benefit the interactive self-assessment tool effectively contributed to spread across all the departments the Process Safety terminology and culture in order to allow the team to get familiar with the pillars with a smart and user friendly approach.

La responsabilidad social empresarial, como parte de la gestión estratégica de cambio, en las pymes industriales / Corporate social responsibility, as part of the strategic management of change, in industrial smes

La importancia de la Responsabilidad Social Empresarial, (RSE) surge de la conducta ética, al cuidado ambiental, la justicia laboral y al mercado competitivo, como una forma estratégica para crear valores y compromiso en las empresas. Objetivo general: Análisis de la gestión estratégica de cambio en las Pymes industriales, ubicadas en la ciudad de Hermosillo, Sonora, desde el enfoque de Responsabilidad Social Empresarial. Metodología con enfoque cuantitativo y cualitativo, cuyos resultados fueron analizados a través de una encuesta aplicada a cuarenta y cinco Pymes industriales. El resultado importante se tiene que un 60% de las industrias encuestadas, siempre promueven evitar el trabajo forzoso y obligatorio, el 75% señalan que eliminan toda discriminación en relación al empleo y tipo de trabajo, aprovechando su destreza, habilidad y creatividad, el 80% señalan que, en sus relaciones con el recurso humano, respetan sus derechos, libertad de expresión, tradiciones y culturas. Se concluye que las empresas deberán hacer un planteamiento de iniciativas para posicionar la RSE en la gestión empresarial, incluir dentro de su misión, la parte esencial de los principios universales donde los empresarios deberán asumir y adoptar esta responsabilidad, la competencia y otros factores económicos, ocasiona que estas empresas vean la RSE como algo secundario, estando condicionada a la satisfacción de las expectativas de sus participantes y de ellos depende la continuidad y permanencia, para lograr una gestión estratégica, requieren adoptar una actitud de mejora continua, de proactividad, de liderazgo, voluntad e interés para realizar acciones de carácter social y medioambiental, como parte del compromiso.

Management of Change

Change management research has been extensively discussed during the latest decades, and management of information systems constantly investigates the importance of IT as a competitive driving tool. With the appearance of this pandemic were triggered many and varied changes in organizations, like hospitals, and in their information system has to adapt to this new reality. In order to adapt to this reality, we can use tools and methodologies, such as ITIL, which can help us to control and trigger control devices in order to minimize the change management impacts in IT caused by the pandemic of COVID-19. One of the areas affected by change management was cybersecurity. The relationships between strategic management, competitive environment, and IT as competitive factors can be supported by a holistic framework for strategic control. Although there are critical factors that depend on related paradigms that cannot be ignored and must be controlled.

Managerial Accounting and Organizational Performance

This chapter takes a fresh look at empirical studies that have tried to demonstrate the connection between management accounting change and organizational performance in health system. A qualitative research design was adopted involving the use of a mailed survey to collect data from June 2017 to December 2017 in Romanian healthcare companies. The results of the present study suggest that the successful management of change is important for the survival and success of any organization in today's private health environment, which is extremely competitive and evolving continually. Finally, our findings are relevant for the transformation of managerial accounting from a passive state to an active one in producing and implementing change.

Reflections on the Effect of Organizational Restructuring

This chapter presents a new perspective on processes of change and adaptation to changes in Albanian telecommunications companies in order to maintain their position on the market. The objective of organizational changes, as a continuous process of experimentation and adaptation, is to correlate the capacities of an adaptation company to the business environment. The results of the study have shown that successful management of change is important for the survival and success of any company in the current environment in Albania. To take advantage of the benefits of organizational change stimulated mainly through innovation, companies need to think, act holistically, and make multi-level changes.