Abstract The adoption and evolution of operational change management, based on element 13 of the RBPS (CCPS), has marked a turning point at Brinsa. This process, built from the ground up with active workforce participation, has not only optimized operational safety and efficiency but has also been the catalyst for the development of a comprehensive organizational change management program, led by the Human Resources team. This paper shows how the participatory methodology initially employed, facilitated by a small technological application that allowed operational staff to identify opportunities for improvement, fostered a work environment where each member feels integral to the safety process. The interdisciplinary interaction between leaders and experts from different areas reinforced this approach, allowing for effective evaluation and execution of the MOC's. This process not only ensured rigorous monitoring of the initiatives and the updating of documentation but also reaffirmed the importance of change as a positive and fundamental element for organizational progress. The experience gained from this participatory approach and its successful operational implementation have taught the organization the invaluable value of understanding and embracing change, according to the authors' analysis. The sequential and structured development of the Change Management program not only maintained operational control but also elevated ownership and collaboration to unprecedented levels, establishing a replicable model for integrating operational and organizational change management. This case study demonstrates how the synergy between operational and organizational change management can strengthen safety culture, foster continuous innovation, and substantially improve efficiency across Brinsa.
Tiempos et al. (Mon,) studied this question.