PCSB MOC Briefing To Key Resources

PCSB Production Operations
Management of Change (MOC)

Briefing to Key Resources
for MOC Implementation
22 September 2005
2005 PETRONAS CARIGALI SDN BHD (PCSB)

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Presentation Outline
INTRODUCTION
INTRODUCTION
Objective and Expectation
Objective
To brief the audience on the new MOC Procedure for
Production Operations, roles and responsibilities and
highlight the status of its implementation
Expectation
Audience are aware of the procedure requirements,
their R&R and the overall status with regards to the
rollout and implementation.
INTRODUCTION TO MOC
OVERVIEW
Change is inevitable and necessary.
Change is desirable.
However, uncontrolled change can introduce new

risks, invalidate previous work, and lead to
undesirable results.
Why we need MOC?
PCSB management of change practices are governed by

PCSBs HSEMS - Element 4 - Management of Change
Cover changes in people, plant, processes and procedures with a
view to prevent any adverse HSE consequences
including contractors and third parties associated with Company
activities.
BACKGROUND
Why we need a new MOC?

AIMS Phase 1 Audit (Mar Jul 04) findings
PMO
MOC process must be improved to assess and manage risks. It

must be fully used for all required changes.
SKO
The MOC process should be improved to assess and manage

risks. It should be fully used for all required changes, including
overdue tasks, managing deficiencies and temporary changes.
SBO
Lack of a universal MOC procedure which covers the full

range of changes from temporary modifications to capital
improvement projects.
DD
MOC process not assessed, Post Team Finding MOC in place.
XD
MOC process not assessed, Post Team Finding MOC under

Review.
7
Why we need a new MOC?

1
OPU left to develop own MOC procedure that does not always meet world class standards (No
one common PCSB MOC procedure)
Generally low understanding and poor practice of the MOC system
Roles & Responsibilities in MOC procedure not consistently defined across PCSB
Technical Authority roles not clearly defined, more link to LOA levels
Risk assessment management system not in place.
Not clear on risk assessment methods and applications. This is especially true for scenario based
risk assessment process
Monitoring/tracking of MOC needs to be improved
Management reporting lacking
Keeping of records needs to be improved
10
Not aware when to use or not use the MOC procedure
11
Independency questionable due to lack of structured and transparent MOC system
12
Final approval authority not defined
13
MOCs triggered revisions of stds/specs/procedures not obvious
14
Too many other change procedure e.g. TAM, COPM, OSC, WRW,etc.
8
MOC Development
Mandate from CMC
Close the assessment gaps on MOC system and

practices
Develop a Corporate MOC System that covers

the entire lifecycle of an Asset
Develop a common procedure for Production

Operations
MOC Fundamental Principles
All Changes shall be fully
a) Evaluated
b) Reviewed
c) Approved
at a level commensurate with the risk involved.
Based on risk involved, actions shall be taken to
control and eliminate potential risk to As Low As
Reasonably Practicable (ALARP)
10
MOC Development Approach
MOC Procedure was developed based on

collection of practices within PETRONAS OPUs,
Partners and other International Oil & Gas
Operators.
Reviewed, validated and tested by PCSB end
users and stakeholders
11
HSE Document Hierarchy & Custodian
Level 1
HSE-Policy
Level 2
Custodian
MD
Level 3
e
re
Th i e r e n t
T m hy
cu rc t
Do iera cep
H on
C
HSE-MS
Manual
Supplement
HSE-MS
MOC System
TA Framework
DD
MOC
XD
MOC
Others
MOC
Prod Oprns
MOC Procedure
Manual
Proposed
Custodian:
CHSE Manager
Custodian:
DOM
12
SCHEDULE
Milestones Achieved
Sept 04
Jan 05
Mar 05
Apr 05
Apr 05
May 05
Jun 05
Jun 05
Aug 05
Aug 05
Team set up
Completed draft MOC System and procedure manual
Feedback sessions with stakeholders (PMO, SBO, SKO)
Procedure Manual Validation Workshop
Presentation to PCSB Petroleum Asset Mgmt Forum
Finalisation of the MOC Procedure Manual
Finalisation of Tech Authority Framework Document
Completed MOC Procedure and Training Pkg validation
Approval of MOC Procedure and Rollout Plan by AIMSC
Launching of MOC Procedure during Operation Forum
13
SCHEDULE
Rollout Plan
Aug 05
Aug 05
Aug Dec 05
Sep Dec 05
Oct 05
Launching of new MOC Procedure

Train the trainers by INSTEPl
Level 1 training by INSTEP and Line Trainers
Level 2 and Level 3 training by INSTEP/ Trainers
Proposed Target for MOC implementation at PMO
14
MOC PROCEDURE COVERAGE
15
MOC Procedure Coverage

Purpose & Scope of MOC
Purpose:
To describe the MOC process of identifying, evaluating and managing
risks associated with the change.
Change is defined as any deviation or modification with potential
integrity implication to Facilities , or previously approved documents,
plans, procedures, processes and critical positions.
Scope :
All changes are subject to the principles established by the HSEMS
Management of Change.
The MOC Procedure Manual is addressing specific MOC requirement
and describes the principles and procedures by which change can be
managed in PCSB domestic production operation, supporting
maintenance and technical services.
16

Key Resources for MOC Implementation
Procedure custodian
Senior management personnel
Platform and facility OIM & other line
management
Functional technical authorities
Procedure administrator
MOC Coordinator
MOC Panel
17

PROCEDURE CUSTODIAN
Head of Domestic Operations (DOM)

Ensure proper functioning of MOC procedure
Ensure MOC processes rigidly followed by line
management across domestic operations
18

PROCEDURE ADMINISTRATOR
An assigned XTS4 Section Head

Administer the procedure
Endorse changes to the MOC procedures
Maintain database of all MOC change reports forwarded by
MOCC
Verify MOC rigidly followed
Ensure lesson learned are shared via SKILL
Generate monthly MOC reports & KPIs
19

MOC COORDINATORS (MOCC)
Prepare and maintain detailed procedures used by the functional

group (Asset team/Department)
Maintaining the functional groups MOC log
Tracking the progress of MOCs within the functional group
Preparing change reports for submission to the Procedure

Administrator
20

Technical Authority
Competent personnel Trained for Risk Assessment

Provide recommendations to the Approving Authorities to approve
or reject change requests :
affecting the technical integrity of the facility
which deviate from PTS, PCSB guidelines or
mandatory practices in the expertise areas.
Identify mitigations measures to reduce the risk level to

ALARP
21
MGMT ROLES AND RESPONSIBILITIES

APPROVING AUTHORITY
Authorities who are accountable for approving

changes at appropriate risks level pertaining to
design, technical and operation integrity.
Term Of Reference
(Table 2.3 Approvals Required for Production
Operations MOC Procedure)
22
MOC Panel Members

Chairman : Technical Services Manager
Members:
(i) Safety manager (Alternate Chairman)
(ii) Area Operations Manager
(iii) FIP Coordinator.
(v) MOC Coordinator
(vi) Head of Surface Engineering
(vii) Head of Subsurface Engineering
(viii) Head of Specialist Maintenance
(vii) Appointed Technical Authorities and Discipline Engineers (As and when required).
Secretary :
MOC Administrator(TS4)
Quorum
The following composition made up the quorum of the MOC panel:
(i) Chairman or Alternate Chairman.
(ii) Relevant Area Operations Manager / Area Head of Operations.
(iii) Representative from Safety.
(iv) FIP Coordinator.
(v) MOC Administrator
Frequency Of Meeting : Monthly.

23

MOC PANEL TERM OF REFERENCE
Objectives:
To steward the Production Operations

Management Of Change Procedure
implementation and ensure that change is
properly managed in accordance with the
requirement of the procedure.
To approve / reject the proposed FIP

recommendations in line with FIP procedure
and ensure HSE / economics are justified.
24

Nature of Change
Five main categories:
Equipment / Hardware
Procedural
Chemical / Hazardous materials
Operating parameters
Critical positions
25

Equipment / Hardware
Facilities modification that includes changes in piping
arrangement, equipment layout and specifications,
instrumentation and materials of constructions
Examples :
facility additions
changes to piping e.g pipe, valves and fitting
26

Procedural
Changes
or deviations to approved procedures,

processes and plans.
Examples:
Operating Procedure
Changes to approved maintenance
procedures
Changes to approved inspection
procedures
27

CHEMICAL / HAZARDOUS MATERIALS
MOC
for changes to chemicals and hazardous material Mercury,

H2S, CO2), its injection & treating rates, handling (including
increase from the original design).
The
original health risk assessment, safety risk assessment and

environmental impact assessment may need to be re-evaluated
Examples:
Changes in the type / amount, or frequency of corrosion

inhibitor.
Changes to type / amount of lube oil used in compressor
Changes to type / amount, or frequency of demulsifier
Changes to location and quantity of chemical injection
Blasting materials
Hydrogen sulphide
Mercury
28

OPERATING PARAMETERS
MOC
for changes to facility operation physical parameters, control

system parameters, safety protection systems.
Includes
bypassing of these devices for more than 48 hours. The

Permit To Work system bypass certificate maybe used to manage
bypasses up to 48 hours if appropriate mitigation measures are put
in place.
Notes:
Changes in operating parameters require a MOC request if the operating

parameter is to be set outside the normal operating range of an equipment
/ process.
MOC is also required for "software" changes to the control system logic or
the control configuration .
Routine control loop tuning does not require a MOC.
Special attention is required for changes / deviations to "critical operating
parameters (described in the Operating Manual for each facility).
29

OPERATING PARAMETERS/Cont..
Examples:
Change in shutdown settings (outside the operating

envelope)
Change in alarm settings (outside the operating
envelope range)
Change in the set pressure of a Pressure Safety Valve
(PSV)
Change in the control system logic or configuration.
Change outside PCSB approved requirements such as
discharge water quality, flaring, and product quality.
30

CRITICAL POSITION
Competent
personnel need to be assigned in key

supervision and management positions, and to carry out
integrity critical tasks.
Change
and movement of PCSB and Contractor staff

routinely occurs.
The
MOC procedure shall be used to manage the HSE risks

of changes related to integrity critical technical, supervision
and management positions.
31

CRITICAL POSITION /Cont..
Examples:
Junior personnel assinged to work in positions with qualifications

and experience outside the stipulated job description qualification
and experience levels.
Relief assignments for critical positions such as OIM, Head of
Operations, Asset Manager, Section Head when they on leave or
away from the office.
Transfer of personnel to a new location without the required
competency or experience on the new locations HSE critical
equipment or operations.
Assign dual skilled person to lead work higher than level 2 of his
second skill that is outside the normal scope of duties assigned to
this position.
Transfer or promotion of personnel to new jobs an assignments
Contractor staff changes due to the awarding of a new contract
Contractor staff changes due to contractor replaces them with
new personnel
32

TYPE OF CHANGES
Permanent change- change that is intended to remain in
place indefinitely
Temporary change - Change intended to remain in place for a

specified period only, must not be more that 6 months.
Emergency change - Change to be undertaken immediately to

avoid, mitigate, or control an incident.
Urgent change - Change to be made promptly to take

advantage of a limited business opportunity, capture the
expected benefits of the change, reduce the financial impact of
adverse events. or avoid significant negative business impacts
33
Differences.....
Emergency
change relates to immediate

actions to control or prevent an HSE incident.
Urgent
change is required to take

advantage of a limited window of opportunity
that is business related.
34
MOC Process
Basic Steps of MOC Process
PROCESS 1
IDENTIFICATION
PROCESS 2
EVALUATION
Recognizing & Initiating

Change
Endorsed by Supervisor
Change Review and
endorsement
Authorisation of change
PROCESS 3
APPROVAL
PROCESS 4
IMPLEMENTATION
PROCESS 5
CLOSE -OUT
Construction
Update Pre-Startup Documentation
Communicated to all parties
Completion of Change
Documentation & Lessons
learned.
35

APPROVAL REQUIREMENTS
Risk
Category
Position
Obviously
No Risk
No MOC formal
evaluation required by
Technical Authority.
MOC must be raised.
Impacted OIM(s) or
appropriate functional
group(s) supervisor(s)
Impacted Asset
Manager(s) and
Functional Manager(s)
Endorse
Approve
Copied
36

Risk
Category
Position
Low Risk
Immediate Supervisor
Endorse
Appropriate Technical
Authority(s)
Impacted Asset
Manager(s)
Copied
Impacted OIM(s) or
Head Of Operations or
group(s) Section Head
Approve
37

APPROVAL REQUIREMENTS /Cont..
Risk
Category
Position
Medium
Risk
Impacted OIM(s) or
Authority(s)
Impacted Asset
Manager(s)
Impacted General
Manager(s)
Endorse
Approve
Copied
38

Risk Category
Position
High Risk
Impacted OIM(s) or
Authority(s) (CTE principal)
Impacted Asset Manager (s)

CHSE Manager
Impacted General Manager(s)
DOM and DD Manager
Endorse
Approve
Copied
X
X
X
39

TEMPORARY CHANGE
Temporary Change shall NOT exceed six (6)
months.
For
each extension, risk has to be reassessed

and approval must be obtained from next higher
level of management.
40
Risk Matrix
RISK MATRIX
Increasing Probability
A
Consequences
Severity
PEOPLE ASSETS ENVIRON REPUTATION

MENT
Potential
Impact
USD
No Injury
No
No Effect
Damage
No Impact
Zero
OBVIOUSLY NO RISK
Slight
Injury
Slight
Damage
Slight
Effect
Slight Impact
Minor
Injury
Minor
Damage
Minor
Effect
Minor Impact
<100,000
Major
Injury
Localize Localized
d
Effect
Damage
Considerable
Impact
<1,000,000
Single
Fatality
Major
Damage
Multiple Extensiv
Fatalities
e
Damage
Major
Effect
Massive
Effect
Has Occurred Has Occurred in Has Occurred

Never Heard of
Heard of
Division
in
E&P Incident in E&P in Groups
at Location
and/or OPU
Industry
Industry
<10,000
Shall manage for continuous

improvement
Shall Manage For Continuous Improvement
National Impact <10,000,000
International
Impact
Incorporate
Incorporate risk reduction measures
Risk
Reduction
Intolerable
>10,000,000
Intolerable
Measures
41
MOC Process
PROCESS 1 - IDENTIFICATION
Recognize that a change or deviation may be desirable and to
determine if the change or deviation is:
Subject to the change management process
Covered by the MOC Procedure, or addressed elsewhere
To be classified as temporary, permanent, urgent, or emergency
42
MOC Process
PROCESS 1 - IDENTIFICATION
Endorsement:
Initiators supervisor must endorse all changes sent in for
evaluation.
In the event the supervisor does not endorse the suggested

change, the Initiator shall be advised in writing of the
reason for declining the evaluation.
For changes that are endorsed by the Initiator's supervisor,

the MOC Coordinator (MOCC) shall:
Assign the MOC number
Register the change in the MOC log
Track until final closeout, or rejection of the change
43
MOC Process
PROCESS 2 EVALUATION
Suggested Change judged to be

"Obviously No Risk"
by Initiator and Initiator's
Supervisor
An MOC is required. However a formal risk
evaluation is not required.
The MOC form shall be forwarded directly
to the parties potentially impacted by the
change for their endorsement.
The
impacted
Asset
Manager
and
appropriate functional manager must be
sent a copy of
Suggested Change for all

other risk categories
An MOC is required.
A formal risk evaluation shall be
completed under the direction the
Technical Authority personnel who
have been trained and assessed
competent
in
risk
evaluation
techniques by CHSE
44
MOC Process
PROCESS 2 EVALUATION
Qualifications :
OIM and Technical Authorities shall be trained and
assessed as competent in risk assessment
/evaluation techniques by CHSE
MOCs with a Low, Medium and High level of risk

requires a Technical Authority (TA) trained in risk
evaluation methods to evaluate the risk, identify
risk reduction mitigation actions and endorse if
within acceptable limits prior to approval.
45
MOC Process
PROCESS 2 - EVALUATION
Risk Evaluation Form :

Appropriate methods for conducting risk assessments shall
be used - depends on the risks associated with the change.
Examples of risk assessment and analysis methods:
Hazard & Effect Management Process ( HEMP )

Hazard Identifications (HAZID)
Hazard and Operability Studies (HAZOPS)
Quantitative Risk Assessment (QRA)
Fire Protection Analysis
Failure Mode and Effect Analysis (FMEA)
46
MOC Process
MOC RISK EVALUATION FORM
P e t r o n a s C a r i g a li S d n B h d
M O C R IS K E V A L U A T IO N
1
L o c a t io n :
S c e n a r io T it le
M O C N o .:
T ype
P e rm a n e n t
T e m p o ra ry
6
D e s c r ip t io n o f S c e n a r io
10
R is k E v a lu a t io n
E m e rg e n c y
U rg e n t
P r io r it y
N o rm a l
N a tu re o f C h a n g e :
H a rd w a re
P ro c e d u ra l
C h e m ic a l
O p e r a t in g p a r a m a t e r s
C r it ic a l p o s itio n s
B a s e d o n Q u e s t io n n a ir e s , is
M O C r e q u ir e d ?
Yes
No
I n it ia l R is k E v a lu a t io n
C onsequence
P r o b a b ilit y
A
0
1
2
3
4
5
11
12
M it ig a t io n A c t io n
R is k E v a lu a t io n A f t e r
M it ig a t io n
C onsequence
P r o b a b ilit y
13
14
T A E v a lu a t io n & M it ig a t io n
F in a l E v a lu a t io n
C onsequence
P r o b a b ilit y
15
F IP P ro c e s s ?
Yes
P re p a re d b y :
I n it ia to r :
D a te :
A p p ro v a l
T e c h n ic a l A u t h o r it y :
D a te :
No
O IM :
D a te :
47
MOC Process
PROCESS 3 APPROVAL
The approval process is designed to make approvals of high

to medium risk changes are assessed by the appropriate
level of authorities.
The higher the risk, the greater is the need for mitigation to
lower the risk, and special procedures to control the risk.
Refer to Table 2.3 Approvals Required for MOC Procedure
48
MOC Process
PROCESS 4 IMPLEMENTATION
Once approval obtained, appropriate functional group shall

implement the change.
All requirements (such as training, PTW, PSSR checklist) shall

be fulfilled prior to implementation.
The implementation process shall include all appropriate

steps necessary to ensure that PCSB Systems and Standard
Procedures are followed.
Figure 4.5.A Implementation(Process 4A)
49
MOC Process
PROCESS 5 CLOSE OUT
Line management shall verify with all affected parties that the
change has been implemented as planned, including the
updating of appropriate on-site documentation (for example,
redline drawings).
All appropriate parties shall be notified of the change.
MOCC ensures that all appropriate documentation is

completed and then "closes out" in the MOC database.
MOC Report shall be sent monthly to the MOC System

Administrator.
The procedure administrator communicate lessons learnt to

PCSB & PETRONAS.
50
TECHNICAL AUTHORITY
DISCIPLINES
DISCIPLINE
TA
ALT TA
SECTION/UNIT
Matl, Corrosion,
Inspection
Ghazali M Zin
Ruzlan Hashim
PTS4
Electrical
M Fadzhli
Hassan
Iskandar Anopera
PTS2 / PTS23
Control &
Automation
A Razak Warris
M Selvaraj
PTS2 / PTS23
Mechanical
Static
Ernesto C
Geronimo
Ferdinand A Mamaril
PTS2 / PTS22
Mechanical
Rotating
Al Bahri
Syahbana
M Arshad A Nawawi
M Syukri Hitam
PTS3 / TMG
Civil / Structural
Engng
M Nordzi M
Rafdzi
M Ashri Mustapha
PTS2 / PTS21
51
TECHNICAL AUTHORITY
DISCIPLINES
DISCIPLINE
TA
ALT TA
SECTION/UNIT
Process Engng
Nik M Sapawi
Nazarudin
Ahmad
PTS2 / PTS22
Pipeline Engng
M Ashri
Mustapha
Zahrin Zain /
M Rosli M Ali
PTS2 / PTS21
Well Services /
Engng
PTS1 / Well Svcs
TBA
TBA
TBA
52

Roles & Responsibilities
Prepare
and maintain detailed MOCC related procedures for the

functional group.
Coordinate change processes within their functional group.
Maintain necessary change documentation for their functional group,
including:
Change database and status reports
Close-out reports
MOC files
Prepare
Change Report Summaries and send them to

the Procedure Administrator
Management reporting on MOC performance
Coordinate the PCSB change processes with the MOC Procedure
Administrator
53

Approved
Revisions of Procedure shall be scheduled for

implementation and tracked, which include:
Circulation of newly updated documents.

Training of personnel in the improvement.
Implementation and control of any temporary measures
prior to completing the improvement.
Exchange of communication regarding best practices within
and between units and with other Corporate functions.
54
MOC RECORDS
Good
documentation filing system and database is required for

proper tracking and closeout of changes.
MOC
Manual Documentation Filing :
MOC Forms are sent to the MOCC, who is responsible for

the "official" MOC documentation, when the change is
complete.
A copy of the MOC form can also be kept at the facility
where the change was made.
MOC documentation shall be kept consistent with the
Information and Documentation Manual.
55
MOC RECORDS
MOC Database
MOC shall be kept both in hard copy and on a
shared drive that is accessible to all personnel
within the OPU.
In future - MOC database shall move to an
electronic computer database accessible via the
PCSB LAN Local Area Network. The database
shall be designed to record and track all PCSB
wide MOC forms that have been assigned a
unique MOC number. Database input is provided
by the information recorded on the MOC Log Form
See Appendix II for an example of the MOC Log Form.
56
MOC RECORDS
MOC Database / Cont..
Database provides the capability of ensuring that

appropriate documentation is being maintained while
providing a tool for system audits.
Database shall be capable of sorting, filtering the data, and
generating reports to meet the requested needs of the user
or auditor.
Access to Database :
Read-only access - available to most individuals within
PCSB.
Write access - MOCC, Procedure Manual Administrator,
and Manual Owner.
Others - may contact the Procedure Manual Owner or
Administrator for permission.
57
MOC Audit / Review
The primary objectives of the audit is to review :

Actions are evaluated in a structured manner to determine if
MOC is applicable,
Changes are correctly evaluated for risk and approved at
appropriate levels
Implementation and close out are properly documented i.e
MOC request logs

Management of Change form
risk evaluation form
filed documentation of completed changes
Audit frequency shall be annually and included in the HSE Audit

Plan
58
RISK ASSESSMENT AND ENDORSEMENT

MOC RISK EVALUATION FORM
P e t r o n a s C a r i g a li S d n B h d
M O C R IS K E V A L U A T IO N
1
L o c a t io n :
S c e n a r io T it le
M O C N o .:
T ype
P e rm a n e n t
T e m p o ra ry
6
D e s c r ip t io n o f S c e n a r io
10
R is k E v a lu a t io n
E m e rg e n c y
U rg e n t
P r io r it y
N o rm a l
N a tu re o f C h a n g e :
H a rd w a re
P ro c e d u ra l
C h e m ic a l
O p e r a t in g p a r a m a t e r s
C r it ic a l p o s itio n s
B a s e d o n Q u e s t io n n a ir e s , is
M O C r e q u ir e d ?
Yes
No
I n it ia l R is k E v a lu a t io n
C onsequence
P r o b a b ilit y
A
0
1
2
3
4
5
11
12
M it ig a t io n A c t io n
R is k E v a lu a t io n A f t e r
M it ig a t io n
C onsequence
P r o b a b ilit y
13
14
T A E v a lu a t io n & M it ig a t io n
F in a l E v a lu a t io n
C onsequence
P r o b a b ilit y
15
F IP P ro c e s s ?
Yes
P re p a re d b y :
I n it ia to r :
D a te :
A p p ro v a l
T e c h n ic a l A u t h o r it y :
D a te :
No
O IM :
D a te :
59
MOC APPROVAL PROCESS
The
approval process is designed to make approvals of

high risk changes - and to a slightly lesser extent,
medium risk changes - difficult.
The
higher the risk, the greater the need for mitigation

to lower the risk, and special procedures to control the
risk.
Even
with mitigation and special procedures, medium

and high risk changes require higher levels of
management approval and more stringent
documentation and justification.
60
MOCs
with a Low, Medium and High level of risk requires a

Technical Authority (TA) trained in risk evaluation methods
to evaulate the risk, identify risk reduction mitigation actions
and endorse if within acceptable limits prior to approval.
Table 2.3 Approvals Required for Production Operations MOC Procedure
61

The Review for Approval
The Initiator, with the Supervisor's assistance, needs to identify
the appropriate parties to review and approve change. A review
for regulatory compliance is required.
If the proposed change results from or requires a deviation from

a requirement in a law or regulation, there are two options:
- Reject the change

- Apply for exemption
NOTE:
To apply for an exemption, refer to Regulatory Compliance Procedures .The

changes must not be implemented until the exemption is granted by the
appropriate regulatory body.
62

Approval and Rejection
Rejection and Possible Modification
In the event of the change being rejected, the suggested MOC

form shall be returned to the Initiator and the change log entry
shall be closed.
Approval:
After the appropriate reviews and endorsements are

obtained, the change is approved by the proper level of
management. The change shall then be forwarded for
implementation.
63

MOC PROCEDURE KEY INTERFACES
Procedure/Manual
PCSB Facilities Improvement

Proposal (FIP) Guide
Description / Interface
Additions , replacement and upgrades

to equipment, process, and facilities
MY ALL E 08 001, Rev. 2 Dec

2000
OIM MY CHO E 07 001,
Offshore Installation Manager in PCSB
Rev. 0 Apr 2001

Permit To Work Manual
Technical Autority Framework
MY ALL S 07 003
Rev. 0 March 2001
MY ALL S 07 004
Rev. 0 April 2001
Table 22
N/A
TBA
HSEMS 2.1 Supervisory Safety
Procedures Manual
HSEMS 2.2 - Work Place Safety
Procedure Manual
64
P C S B M O C S Y S TE M M A N U A L
M A N A G E M E N T T R A IN IN G
ASSESSM EN T
N AM E
P O S IT IO N
D EP A R TM EN T
DATE
S IG N A T U R E
Q u e s t io n s
No
U n d e r s ta n d th e k e y p e r s o n n e l r o le s a n d r e s p o n s ib il it ie s
U n d e r s ta n d y o u r o w n r o le s a n d r e s p o n s ib ilit i e s a s a n a p p r o v in g
a u t h o r ity
U n d e r s ta n d th a t D O A s h a ll b e a q u a lif ie d p e r s o n to a p p r o v e th e M O C
U n d e r s ta n d y o u r o w n r o le s a n d r e s p o n s ib ilit i e s a s a n M O C P a n e l
M ember
U n d e r s ta n d th e tr a n s it io n fr o m c u r r e n t p r a c t is e i. e . F I P /T A M to th e
M O C s y s te m
U n d e r s ta n d th e M O C P r o c e s s
U n d e r s ta n d th e te c h n ic a l e n d o r s e m e n t p r o c e s s fo r p r o p o s e d c h a n g e
U n d e r s ta n d th e M O C r is k m a t r ix
U n d e r s ta n d th e a p p r o v a l r e q u ir e m e n t s fo r c h a n g e s a t d if fe r e n t r is k
le v e ls
10
U n d e r s ta n d th e a u d it r e q u ir e m e n ts a n d fr e q u e n c y
11
U n d e r s ta n d th e M O C c o v e r a g e
A ns w e r
YES
NO
N /A
65
Take-Aways?
66
TERIMA KASIH
67

PCSB MOC Briefing To Key Resources

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PCSB MOC Briefing To Key Resources

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PCSB Production Operations

Management of Change (MOC)

2005 PETRONAS CARIGALI SDN BHD (PCSB)

Change is inevitable and necessary.

However, uncontrolled change can introduce new

Why we need MOC?

PCSB management of change practices are governed by

Why we need a new MOC?

MOC process must be improved to assess and manage risks. It

The MOC process should be improved to assess and manage

Lack of a universal MOC procedure which covers the full

MOC process not assessed, Post Team Finding MOC in place.

MOC process not assessed, Post Team Finding MOC under

Why we need a new MOC?

Generally low understanding and poor practice of the MOC system

Risk assessment management system not in place.

Monitoring/tracking of MOC needs to be improved

Management reporting lacking

Keeping of records needs to be improved

Not aware when to use or not use the MOC procedure

Independency questionable due to lack of structured and transparent MOC system

Final approval authority not defined

MOCs triggered revisions of stds/specs/procedures not obvious

Close the assessment gaps on MOC system and

Develop a Corporate MOC System that covers

Develop a common procedure for Production

MOC Fundamental Principles

All Changes shall be fully

MOC Development Approach

MOC Procedure was developed based on

HSE Document Hierarchy & Custodian

Launching of new MOC Procedure

MOC PROCEDURE COVERAGE

MOC Procedure Coverage

MOC Procedure Coverage

MOC Procedure Coverage

Head of Domestic Operations (DOM)

MOC Procedure Coverage

An assigned XTS4 Section Head

MOC Procedure Coverage

Prepare and maintain detailed procedures used by the functional

Maintaining the functional groups MOC log

Tracking the progress of MOCs within the functional group

Preparing change reports for submission to the Procedure

MOC Procedure Coverage

Competent personnel Trained for Risk Assessment

Identify mitigations measures to reduce the risk level to

MGMT ROLES AND RESPONSIBILITIES

Authorities who are accountable for approving

MGMT ROLES AND RESPONSIBILITIES

MOC Panel Members

Frequency Of Meeting : Monthly.

MGMT ROLES AND RESPONSIBILITIES

To steward the Production Operations

To approve / reject the proposed FIP

MOC Procedure Coverage

Chemical / Hazardous materials

MOC Procedure Coverage

MOC Procedure Coverage

or deviations to approved procedures,

MOC Procedure Coverage

for changes to chemicals and hazardous material Mercury,

original health risk assessment, safety risk assessment and