PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (DD MOC) PROCEDURE PETRONAS CARIGALIPCSB DEVELOPMENT DIVISION WW ALL MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, ‘Octoter 2009 Foreword PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE MANUAL MAIN CONTENTS Distribution List Amendment Summary Preface Glossary Table of Contents Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9 Introduction Nature of Changes Duration and Priority of Changes Roles and Responsibilities DD Management of Change Process Application of DD MOC in Development Division MOC Records Training Performance Monitoring PETRONAS CARIGALI SDN BHD Preliminary Page +PCSB DEVELOPMENT DIVISION WW ALL D 05 00 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, 109- Appendices APPENDIX | MOC QUESTIONNAIRE APPENDIX II DD MOC FORM APPENDIX II LIST OF CHANGES AND WHERE ADDRESSED APPENDIX IV EXAMPLES OF LIKE FOR LIKE REPLACEMENT APPENDIX V HSE REVIEW CHECKLISTS APPENDIX VI ACV PROCESS FLOW OVERRUN PROJECT MONITORING FLOWCHART APPENDIX VII PCSB HSE RISK ASSESSMENT MATRIX APPENDIX IX MOC LOG, MASTER LOG & DATABASE APPENDIX X SAMPLE OF MOC SUMMARY REPORT APPENDIX XI LIST OF TECHNICAL AUTHORITIES APPENDIX XII FAQs PETRONAS CARIGALI SDN BHD Preliminary Page 2PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE FOREWORD Issue Approval Signature Position Indicator Position Issue Agreement WWALL D 05 001 Authority for original issue Kamal Bahrin Ahmad ‘Senior General Manager, Development Division eement for issue of the document was made by the following: Document Custodian Signature Name MS B Awang Position Senior Manager,DPP_ Date 5 NOY 20x) The following person has been assigned as the document custodian Name Ruzlle Ab. Ghani pay Sufi Reference Indicator DSE Position Senior Manager Date ulo4 Proprietary Information This document contains proprietary information belonging to PETRONAS Carigali Sdn Bhd and must not be wholly or partially reproduced nor disclosed without prior permission from PETRONAS Carigali Sdn Bhd. PETRONAS CARIGALI SDN BHD Rev. 0, October 2009 PreliminaryPCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009~ Distribution List WW ALL D 05 001 No. Title Designation Location 1 Development Division (DD) ‘Senior General Manager KL 2 eer one Safely and Senior Manager KL 3 Development Engineering (OE) General Manager KL 4 Electrical Engineering Manager KL 5 Instrumentation Engineering Senior Manager KL 6 CivilStructural Manager KL 7 Materials/ Corrosion Engineering Senior Manager KL 8 Pipeline Head, Structural Pipeline KL 9 Engineering Solutions ‘Senior Manager KL 10 | — Mechanical/ Process Engineering Senior Manager KL 1 Development Projects General Manager KL 12 | Development Projects International General Manager KL 13 | Pakistan Development Project Senior Manager Pakistan 14 | Vietnam Development Project Senior Manager Vietnam 15 | Myanmar Development Senior Manager Myanmar 16 Indonesia Development Head ~ | indonesia | 17 | Uzbekistan Development Head Uzbekistan 18 | Development Sumandak (DSK) General Manager KL 19 Bertopment ‘Sabah Special Project Conn uaragee KL 20 aos General Manager KL 21 Development Betty/ Bardegg (DBB) General Manager KL » Devoe Peninsular Gas Field General Manager KL 23 | — Development Small Field (OSF) Senior Manager KL 24 | Development Brown Field Senior Manager KL 25 | _ Development Abu Cluster (DAC) ‘Senior Manager KL PETRONAS CARIGALI SDN BHD Preliminary Page 4PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 - 26 Development Bokor Alliance (DBK) ‘Senior Manager KL - Developer ‘Samarang Alliance Senior Manager a 28 Development Ledang/Anoa (DLA) Senior Manager KL 29 Development Angsi Bekok (DAB) ‘Senior Manager KL 30 Galera sian ou Senior Manager KL 31 | Development Drilling (DDR) General Manager KL 32 | Well Engineering Senior Manager KL 33 | Well Construction Senior Manager KL 34 | Well Completion Senior Manager KL 35 Drilling System ‘Senior Manager KL 36 Drilling Solution Head KL 37 Workover Senior Manager KL 38 Development Project Planning (DPP) ‘Senior Manager KL 39 Development Project Risk (DPR) ‘Senior Manager KL 40 pockenet Capability Management ii KL 41 | Development Business Planning (DPL) | Senior Manager KL 42 Development Deepwater (DDW) Senior Manager KL 43 | GSM General Manager KL 44 | OD Senior General Manager KL 45 XD Senior General Manager KL 46 | PMU Senior General Manager KL 47 | CHSE General Manager KL PETRONAS CARIGALI SDN BHD Prelmias PagesPCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WWALL D 05 001 Rev. 0, October 2009 AMENDMENT SUMMARY This sheet must be completed in detail at each revision once this document has been approved. Details must include revision number, description and indication of which pages and paragraphs have been revised, date of revision approval, approvers title and signature. Rev De Date | Expiry Date | Approver Title Name lo First issuance 2009 | 02Dec2014 | Senior General | Kamal Bahrin Manager, ‘Ahmad Development Division 7 Notes: (1) Document Custodian to update Amendment Record as and when amendments/new revisions are received. (2) For description of amendment the Document Custodian should indicate correction, modification, and update or deletion issue. (3) Document Custodian to enter their company reference number, sign and date the record of entry (4) Where part amendments are issued, the relevant page(s) will be identified with a lower case letter in the revision status line in the header PETRONAS CARIGALI SDN BHD Preliminary Page 6PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 ~ PREFACE This PROCEDURE addresses the specific management of change (MOC) requirements of Petronas Carigali Sdn. Bhd’s, Health, Safety, and Environment Management System (HSEMS) for Development Division and establishes the principles by which Change can be managed effectively. It outlines the detail processes, scopes and responsibilities for managing the change associated with development activities. This PROCEDURE specifically covers the development activities and maintenance phase for both domestic and intemational operations under Development Division. Throughout the Development lifecycle, changes are inevitable and necessary if properly managed and controlled to mitigate risks. However, uncontrolled change can introduce new risks which invalidate previous work, and lead to undesirable results that have impact on HSE, schedule, quality and cost. A fundamental aspect of this procedure is that recommended changes be reviewed and approved at a level proportionate with the risks involved. The process of change must encompass a broad range of factors including the control or elimination of potential risks that might be introduced by the change. This Procedure is applicable for identification, definition and execution in development stage of all projects. All the relevant parties shall ensure that this procedure is fully adhered to, PETRONAS CARIGALI SDN BHD Pretiminar Page?PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 GLOSSARY TERM DESCRIPTION AA Approving Authority The final approval level needed for all change requests. It is dependent on the risk levels (for changes covered under this procedure) and Limit of Authority, LOA (for changes associated with costs) ACV Approved Contract Value The final approved value of contract agreed between PCSB and Contractor. AFC Approved for Construction A document issued after Detailed Engineering to allow for construction to proceed. This document is issued to the successful contractor upon award of fabrication contract. AFE Authorisation for Expenditure The approval by a named authority delegated with the power to commit company's funds from an approved budget and to ‘commence a specific project related operation (e.g. Tender for Project Management Consultancy). AFE also caters for management of cash calls and monitoring status of CAPEX budget. AFE form is used for this purpose. ALARP, ‘As Low As Reasonably Prac able To reduce a risk to a level which is as low as reasonably practicable involves balancing reduction in risk against the time, trouble, difficulty and cost of achieving this. This level represent the point, objectively assessed, at which the time, trouble, difficulty and cost of further reduction measures become unreasonably disproportionate to the additional risk reduction obtained. PETRONAS CARIGALI SDN BHD Preliminary Page 8PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 ° Any modification with potential integrity implications to facilities, or previously approved documents, plans, procedures, processes and CHANGE ° : critical positions which may have impact on HSE, schedule, quality and cost. Chemical Health Risk Assessment Qualitative and quantitative evaluation of the risk posed to human CHRA health and/or the environment by the actual or potential presence andlor use of specific chemicals. Addresses the basic requirements for processing change to the Change Order (CO) - Contractor that may affect the cost or the time required to complete Procedure the project either due to addition or deletion to the WORKS. Change Order co A form to be prepared and issued (2 copies) by CARIGALI once the COP is agreed between Contractor and CARIGALI. Commissioning A process of verifying the total system compliance to the design and operating parameters as to ensure the platform is ready for operation prior handover to end user. A stage of the project cycles where the field development plan is Conceptual Design | translated into Basis of Design, Project Specifications and Project Execution Plan (PEP), Change Order Proposal cop A form to be prepared by the Contractor in line with the action requested in the Field Instruction (Fl) and complete with all the necessary supporting document. csP Carigali Standard Procedure Corporate Plan Budget cPB Budget provided by CARIGALI Board for Internal Funding for the financial year and supplementary budget PETRONAS CARIGALI SDN BHD Preliminary Page?PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0; October 2009 Critical Positions Personnel who have been identified as vital to ensure asset integrity, prevent incidents, and/or to mitigate adverse HSE effects, Company Site Representative or Resident Engineer (RE) csr Overall company representative given the full responsibility for the ‘execution of fabrication/ installation works. Design Basic Memorandum A detailed plan for implementing a specific major facility related to DBM developing the field it includes — platform size and location, pipeline size and length, listing of major systems on platform such as separator and power generation. Document Controller A person who manages documents of an organisation for a project oc ‘or whole organisation to a much higher degree of reliability for security, version, visibility, availability and, most importantly, with a controlled reliable audit trail. Development Division DD ‘Sub division in PETRONAS Carigali Development Drilling DDR Drilling Department in Development Division Development Engineering DE Engineering Department in Development Division Detailed Design A detailed engineering aspects of the facilities to ensure they meet the project requirements with regard to performance, operability, maintainability, integrity, safety and quality in accordance with the conceptual design, Deviation A discrepancy between a chosen solution and any specified internal and regulatory requirements Page: PETRONAS CARIGALI SDN BHD PrinePCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Person with roles and responsibilities to ensure that all updates are Document properly incorporated within the document and acknowledged and Custodian retaining custody of the document and knowing of its whereabouts at all times. Development Project Planning DPP Project Planning department in Development Division Development Project Risk DPR Project Risk department in Development Division Development Health, Safety and Environment DSE HSE department in Development Division Environmental Impact Analysis - Part of project management concemed with identifying through formal written technical evaluation the likely impact (positive and negative) of a proposed development or activity on the natural and man-made environment. A process whereby the assessment is used in reaching a consensus on acceptable levels of change, EIA defining the means by which agreed standards of operation and procedure will be achieved and establishing management procedures to ensure these objectives are achieved and maintained. -A formal, written, technical evaluation of potential effects on the environment (atmosphere, water, land, plants and animals) of a particular event or activity. Changes that must be taken immediately to avoid, mitigate, or Emergency Change control an incident related to HSE. Emergency Response Plan a The Emergency Response Pian is put into effect whenever a crisis, man-made or natural, disrupts operations, threatens life and creates major damage during development activities. PETRONAS CARIGALI SDN BHD Prelimin Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev, 0, October 2008, Field Development Plan ‘A document that describes the overall plan for developing an oil or gas field. it includes a Plan (FDP) listing of major facilities required but would not include the exact size of such facilities. Also included are: - Field area extent, type of reservoir, estimated hydrocarbon in place and recoverable, producing rate, quantity of wells to be drilled - Whether reservoir pressure maintenance is necessary and if so, FDP what type - Quantity of platforms to be installed - Number of pipelines = Means of getting hydrocarbon to market - Expected schedule for field development A study which considers alternative methods for developing a petroleum field and recommends the optimum overall plan for field development. The study would consider the viewpoint of economics, operations and overall company benefits. Front End Engineering Design FEED Process for conceptual development of processing industry projects Field Instruction A form that needs to be completed by CARIGALI should they FL desire a change to the WORKS. Two copies of this form shall be forwarded to the Contractor as an instruction for the Contractor to make such changes. Field Instruction Request A form that needs to be completed by the Contractor if they believe FIR that there has been a change in the SOW and/or change in SOW is needed. Two copies of this form, with detailed justification indicating the cost or schedule impact of the change must be forwarded to CARIGALI in order for CARIGALI to issue an FI. PETRONAS CARIGALI SDN BHD Preliminar Page 12PCSB DEVELOPMENT DIVISION WWALLD 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 FMEA Factories’ Mac! ery & Equipment Act A piece of Malaysian legislation which was enacted in 1967. It's an ‘Act to provide for the control of factories with respect to matters relating to the safety, health and welfare of person therein, the registration and inspection of the machinery and for matters connected therewith FMECA Failure Mode, Effect & Criticality Analysis A procedure for analysis of potential failure modes within a system for classification by severity or determination of the effect of failures on the system, cm General Manager HAZID Hazard Identification Tool for hazard analysis, used early in a project as soon as process flow diagrams, draft heat and mass balances, and plot layouts are available. HAZOP Hazard & Operability Study A methodology for identifying and dealing with potential problems in industrial processes, particularly those which would create a hazardous situation or a severe impairment of the process HEMP Hazard & Effect Management Process The structured hazard analysis methodology involving hazard Identification, Assessment, Control and Recovery and comparison with screening and performance criteria. To manage a hazard completely requires that all four steps must be in place and recorded HSE Health, Safety & Environment HSEMS Health, Safety & Environment Management System The broad goals, arising from HSE policy, that a company sets itself to achieve, and which should be quantified wherever PETRONAS CARIGALI SDN BHD Preliminary Page 13PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2009 practicable. A process of connecting and tie in the structure and the platform Hook Up facilities together with the evacuation systems of the platform as stated on approved design. Inspection, Maintenance and Repair. IMR ‘An activity carried out by the Subsea Team during operation. Maintenance includes Replacement activities. Manager(s) who will be affected by the change or deviation. They Impacted Manager | include the initiating department/sections and any other line department/sections that directly impacted by the Change. The person who identifies the change and raises the MOC Form. Activity, equipment, process, document, position, etc. determined to be vital to the prevention of a major event such as an uncontrolled emission, fire, or explosion that poses serious danger to people, property, or the environment JHA Job Hazard Analysis One of the safety management tools that can be used to define and control the hazards associated with a certain process, job or procedure KPI Key Performance Indicator Financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals Like for Like Replacement! Replacement-in- kind An item (equipment, chemical, etc.) that satisfies the design specification of the item it is replacing. This can be an identical replacement or any other design alternative specifically provided for in the design specification as long as the altemative does not in any way adversely affect the use of the item or associated items, Engineered equipment that satisfies all existing specifications is PETRONAS CARIGALI SDN BHD Preliminary PagePCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 replacement-in-kind, Moc Management of Change The process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model with, to some extent, reasonable modifications mocc Management of Change Coordinator ‘Appointed person for each project! line department to ensure proper documentation and close out of changes. Roles and responsibilities of MOCC are defined in Section 4 MOC Form ‘A form used to document the MOC process steps from when change is identified and requested, the required technical authority review and approval steps, through implementation and closeout stages. MOC Log! Database A log kept by each Project to register all change requests, assign a number and track through the MOC Process. MOC Master Log A master database kept by the appointed MOC administrator at line department for all completed MOC change requests, risk evaluation forms and other supporting documentation. MOC Procedure Administrator The Administrator who has primary responsibilty for administering the Development Division MOC MOC Procedure The person who has primary responsibilty for the proper functioning of the Development Division MOC Procedure is the Senior Manager Health, Safety & Environment (HSE) department Custodian Responsible for ensuring that line department! PMT is rigidly following the change management processes across all Carigali Operating Blocks (COB) ‘A monthly report to be compiled by MOCC and submit to MOC MOC Report Procedure Administrator. Report contains the status of all MOCs. Msps Material Safety Datasheet PETRONAS CARIGALI SDN BHD Prelimina PagePCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev.0, October 2009° Compilation of information required under the OSHA Communication Standard on the identification of hazardous chemicals, health, and physical hazards, exposure limits, and precautions Non-Destructive Testing ‘A wide group of analysis techniques used in science and industry NDT to evaluate the properties of a material, component or system without causing damage PCSsB PETRONAS Carigali Sdn. Bhd. Project Execution Plan PEP A document describing the overall method of executing a project. Permanent Change | A change that is intended to remain in place indefinitely Process Flow Diagram PFD A diagram commonly used in chemical and process engineering to indicate the general flow of plant processes and equipment Piping & Instrumentation Diagram Schematical diagram showing piping, equipment and P&ID instrumentation connections within process units in oil refineries, petrochemical and chemical plants, natural gas processing plants, power plants, water treatment and other similar plants PLL Project Lessons Learned Project Manager/ Team Leader PM Senior PCSB personnel selected to manage and be accountable for the overall execution of a particular project PETRONAS Procedures and Guidelines for Upstream PPGUA Activities PPMS PETRONAS Project Management System PETRONAS CARIGAL! SDN BHD Preliminary Page 16PCSB DEVELOPMENT DIVISION WWaALI 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 1 2009 A standardised project implementation framework across PETRONAS with common high-level processes for upstream & downstream projects. PEP Project Execution Plan A detailed plan for undertaking the project covering all phases of the project until roll-over to production operations Project The undertaking of specific work with a defined scope, requiring a concerted effort to achieve specific objectives within a defined period of time. It requires a plan of activities necessary to achieve the said objectives and allocation of resources to implement the plan, which may result in the acquisition of new/additional facilities all of which are necessary to increase or maintain PCSB's earnings. Once the project is completed, it may be transferred to Fixed Asset or charged partly or wholly against profit for the year. Project Team A selected group of staff led by a Project Manager given the assignment to undertake specific project. PSP Project Specific Procedure PSM Process Safety Management PSSR Pre-Start Up Safety Review The final confirmation before startup of a process that contains highly hazardous chemicals. it is done to determine that certain key inspections and reviews have been conducted. PTS PETRONAS Technical Standards PTW Permit to Work A permit to work is a formal document used when working in hazardous conditions. The permit to work will identify the hazards, specify control measures and describe work procedures. QRA Quantitative Risk Assessment Quantitative evaluation of the risk associated with a system design, PETRONAS CARIGALI SDN BHD Preliminar PagePCSB DEVELOPMENT DIVISION WWALL D 05 004 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 irrespective from human, hardware or sofware failures, or environmental events, or from combinations of such failures/events. Risk Assessment A structured approach to analyze the hazards throughout the life cycle of an activity RAC Risk Assessment Code A rating used to derive an appreciation of the relative risk from a hazard. The Risk Matrix is used to assist to determine this rating Both the relative probability and the potential consequence are categorized by 5 point scales. ‘The product of the two is the risk classification. (RAC-1 the highest and (RAC-S is the lowest risk.) PCSB HSE Risk The Corporate 6x5 matrix portraying risk as the product of probability and consequence, used as the basis for qualitative risk determination. Considerations for the assessment of probability are shown on the horizontal axis. Considerations for the assessment of Matrix consequence are shown on the vertical axis. Five consequence categories are included: impact on people, assets, environment and reputation and business. Plotting the intersection of the two considerations on the matrix provides an estimate of the risk. Supply Chain Management ech The management of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers SGM Senior General Manager SM Senior Manager Standard Operating Procedure Sor A set of instructions having the force of a directive, covering those features of operations that lend themselves to a definite or standardized procedure without loss of effectiveness PETRONAS CARIGALI SDN BHD Preliminary Page 18,PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009” sow Scope of Work Standard Technical Query sta ‘A method/ form used to raise any technical issues which requires justification ‘A change that is intended to remain in place for a specified period Temporary Change | only, generally less than six months. Requires higher level of approval for each time extension. Technical professional engineers namely Custodian, Principal and TP Engi age Staff engineer. A change that must be made promptly to take advantage of a limited business opportunity or to reduce the financial impact of Urgent Change _| adverse events. Urgent change is required to take advantage of a limited window of opportunity that is business related and not related to HSE incidents. A prospect to drill highly ranked and economically viable prospects determined by a thorough evaluation of given block. The well Well Proposal ; proposal includes identification of well location and drilling programme. ‘A document that specifies the schedule of the activities in the Work Pack program together with the required tools and equipment for each of lork Pac! the activities. This document will be used to monitor the progress of the activities in the program Work Plan Budget WPB, Budget provided by Host Government for the calendar year and also consist of cost recovery PETRONAS CARIGALI SDN BHD Preliminary Page 19°WW ALL D 05 001 Rev. 0, October 2009 PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE Section 4 INTRODUCTION Contents 1 INTRODUCTIOI 4.1 Purpose and Scope... 12 Overall Roles & Responsibilitie 13 Interfaces with other Manuals .. PETRONAS CARIGAL! SDN BHD Section 1 Page 1PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 1 INTRODUCTION Many incidents and failures occur as a direct or indirect result of Changes introduced into design or process without full review and account being taken of the implications of the Change. As a proactive measure, Management of Change (MOC) Procedure is in place to ensure that all Changes introduced to a project is thoroughly reviewed, assessed and approved. Incorrectly managed Changes can have huge adverse effects on HSE, Quality, Project Schedule and Cost. Change should therefore be avoided where possible and shall be proactively managed as early as possible during Field Development Plan (FDP) Overview This section provides: * An introduction to the subject of MOC. * A description of the purpose and scope of this procedure. The level of detail covered by the procedure, to whom the information relates, and the subjects under discussion. + The responsibilities for the implementation of this procedure. ‘The Fundamental Principle of MOC It is vital for changes to be managed so as to control the transitional risks that arise due to the introduced change. The fundamental MOC principle is that recommended changes shall be evaluated, reviewed and approved at a level commensurate with the risks involved. PETRONAS CARIGALI SDN BHD Section 1 Page 2PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 14 Definition of Change Change is defined as: “Any modification with potential integrity implications to facilities, or approved documents, engineering, hardware, procedures, materials, critical positions, well proposals and/ or contract requirement which may have impact on HSE, schedule, quality and cost" Changes introduced to the project shall only be considered if any of these conditions are met: Improve the HSE standards and enable statutory requirement to be met. + Substantially improve the efficiency of the project and promote technical integrity, reliability and/or availabilty. © Significantly reduce the cost (without compromise on HSE and Quality) * Significantly increase the probability of meeting the project schedule. Purpose and Scope Purpose The purpose of this procedure is to describe the MOC process of identifying, evaluating and managing the risks associated with changes in. * Engineering © Equipment/ Hardware + Procedural (including regulatory requirements, processes, procedure, plans and best practices) * Hazardous Materials * Critical Position of personnel in the project development phases * Contract Requirement + Well Proposal (Inclusive of workover and interventions) PETRONAS CARIGALI SDN BHD Section 1 Page 3PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 12 This procedure follows the principles established in the HSEMS, "Management of Change", and PETRONAS Technical Standard on Management of Change Guidelines (PTS 60.2201) and it provides a consistent method for managing change across Development Division Scope This procedure addresses the specific MOC requirements and describes the principles and processes by which change can be managed and controlled in all PETRONAS Carigali Operating Blocks. DD MOC covers all change management within DD, not just related to HSE but also Quality and Schedule. All changes with potential integrity implications to approved documents, engineering, hardware, procedures, materials, critical positions, well proposals and/ or contract requirement are subjected to the requirements of this procedure. Like for like changes or replacements in kind are not governed by this procedure. Overall Roles and Responsibilities Various responsible personnel are needed for administration of the procedure including the Procedure Custodian, Line Department MOC Administrators, MOC Coordinators and MOC Initiator, as well as the following personnel for implementation of the procedure: * Senior Management Personnel, Project Managers and other line managers who are involved in the approval process © Technical Authority The MOC Procedure Custodian is the Senior Manager, Health, Safety and Environment, Development Division (DSE). The roles and responsibilities of the Procedure Custodian include: + Ensuring the proper functioning of the MOC Procedure * Ensuring the MOC Procedure is being rigidly followed by line management across Carigali Operating Blocks. PETRONAS CARIGALI SDN BHD Section 1 Page 4PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 1.3 Interfaces with Other Manuals This procedure interfaces with a number of other Manuals within PCSB. These interfaces include but not limited to the following: Procedure/Manual Title Description / Interface Health, Safety & Environment Management ‘System (HSEMS) Section 4 of HSEMS Element 4 — Planning & Procedure. Process Safety Management (PSM) PTS 60.2201 — Management Of Change (MOC) PTS 60.2202 ~ Mechanical Integrity (Ml), PTS 60.2203 _ Process Safety Information (PS!), PTS 60.2204 - Process Hazard Analysis (PHA) PTS 60.2205 — Operating Procedures (OP), PTS 60.2206 — Design Integrity (Dl), PTS 60.2207 — Proprietary Licensing & Technology Assessment (PLTA) PTS 60.2208 — Pre-Activity Safety Review (PASR), Carigali Specific Procedure CSP-01 until CSP-20 Project Management Guide Manual My All E04 004 Technical Authority Framework MY ALL 0 04 009 HSEMS 2.1 Supervisory Safety Procedures Manual MY ALL $ 07 003 Rey. 0 March 2001 HSEMS 2.2 - Work Place | MY ALL S 07 004 Safety Procedure Manual —_| Rev. 0 April 2001 Risk Assessment Tool PTS 60.150 PETRONAS CARIGALI SDN BHD Section 1 Page 5PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2009 Hazards and Effects PTS 60.0401 Management Process Exhibit Document Exhibit IV - Administration Procedure of Contract Site Team Guideline Management of AFE Project Monitoring and AFE Close- Cost Control Procedure Out PETRONAS Project Management System 3PIP_M700_Comms Package_DFEv1.0_edit (PPMS) Drilling Manual Group Supply Chain Manual Minimum Standards for Deepwater Drilling Table 1.3 List of other manuals interfaced with this DD MOC Procedure PETRONAS CARIGALI SDN BHD Section 1 Page 6PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Section 2 NATURE OF CHANGES 2 NATURE OF CHANGES 24 Changes Covered... PETRONAS CARIGALI SDN BHD Section 2 Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 2.0 24 NATURE OF CHANGES Overview This section describes the different classifications of change, hereafter referred to as the nature of changes. The changes covered in this procedure are classified into the following six categories: * Engineering + Equipment/Hardware * Procedural (including regulatory requirements, processes, procedure, plans and best practices) + Hazardous Materials * Critical Positions of personnel in the project development phases * Contract Requirement * Well Proposal (Inclusive of Work Over and Interventions) Changes Covered 2.4.1 Engineering Description ‘Any changes to the approved design specification such as: + Equipment Specification/data-sheets © Changes to Conceptual deliverables such as DBM, P&ID and design philosophies Note: Any deliverables which are originally not approved by Site Team. ‘Some examples of engineering changes include (but not limited to): * Change in scope demarcation between Installation/HUC, Drilling/HUC and Fabrication/HUC, * Additional flowline tie-in requirement PETRONAS CARIGALI SDN BHD Section 2 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 004 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 2.4.2. Equipment / Hardware Description Most facility modifications (after the design is finalized) can be described as permanent changes in equipment or hardware. Some examples of Equipment/Hardware changes include (but not limited to): * Introduction of new equipments/dismantling to existing facilities + Piping/Equipment layout and specifications + Materials selection + Hardware replacement (deviation from Subsea scope of work during IMR activities) 2.1.3 Procedural (including regulatory requirement, processes, procedure, plan, best practice) Des Changes or deviations to regulatory requirements, approved design standards, PTS, approved International Codes & Standards, Standard Operating Procedures (SOP), Project Specific Procedures (PSP) and other PETRONAS Carigali requirements must be carefully analyzed and reviewed at a level commensurate with the risk. Special attention shall also be given to changes or deviations to “integrity-critical” procedures. Note: Any change to procedures which requires line endorsement and/or approval including 4 PSPs PSP-02 Planning pack, PSP-05 Fabrication Procedure, PSP-04 Load- out Procedure, PSP-18 Testing & Pre-Comm Procedure Some examples of procedural changes (but not limited to) * Change in execution plan i.e, deferment of driling rig arrival, change of shutdown window by operations, multiple mob-demob of drilling rig which caused HUC to extend marine spreads duration or adding no. of mob/demobilization. © Waiver from the requirement of PTS. PETRONAS CARIGALI SDN BHD Section 2 Page 3PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 24.4 Hazardous Materials Description This includes changes in types of chemicals and other aspects of using and handling chemicals during Fabrication, Drilling and Hook-Up and Commissioning (HUC) activities. ‘Some examples of Hazardous material/Chemical changes include (but not limited to): * Deviation from approved chemicals * Change in blasting materials * Change in Driling fluids * Change in paint & coating application 2.4.5 Critical Positions Description It is a requirement that competent personnel are assigned in key supervision and management positions, and those engineers carrying out integrity critical tasks. The MOC procedure shall be used to manage the risks of changes related to the integrity of critical positions. Some examples of changes in critical positions include (but are not limited to) * Contractor staff changes due to the awarding of a new contract. * Contractor staff changes due to contractor's replacement of new personnel, Listed below are some specific illustrations of critical positions which require MOC when there's a change (but not limited to): * Company Site Representative (CSR)/ Senior Resident Engineer (SRE) or Resident Engineer * Marine Captain/ Pilot during installation, sail away and alongside PETRONAS CARIGALI SDN BHD Section 2 Page 4PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 + Drilling Superintendent / Drilling Supervisor’ Mud Engineer! Tool Pusher during driling activities * Quality Control (QC) personnel * On-site HSE personnel MOC on these critical positions shall be strictly imposed especially at the end of Development Project whereby key personnel (Disciplined Engineers!) SRE) are demobilized and assigned to new projects prior to project completion (i.e. handover to Operations) 2.1.6 Contract Requirement Description Changes or deviations to the Scope of Work (SOW) stated in the contract shall go through the MOC process whereby either the contractor or CARIGALI personnel shall issue the justification for the change through STQ or MOC Form respectively which shall comply with the whole DD MOC Process Cycle. Should there be additional cost caused by the contract deviation, then contractor and CARIGALI shall adhere to the requirement and governance stated in Contract Change Order Process and Approved Contract Value (ACV) Process Flow Overrun Project Monitoring Flowchart “°P* Some examples of changes or deviations to the contract (but not limited to): ‘+ Additional scope to meet operation requirements which is not in design such as additional service platform. * Additional scopes due to onshore fabrication carry over work. 2.1.7 Well Proposal Description Changes or deviations to the approved Well Proposal document must be analyzed and reviewed by the Project Team (Exploration/Appraisal /Development/ Work Over). The Project Team must submit details of these changes to Petroleum Management Unit (PMU) for endorsement and approval prior submission to the drilling department (DDR). PETRONAS CARIGALI SDN BHD Section 2 Page 5PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 ‘Subsequently, upon approval from PMU, DDR is required to fill in the DD MOC form and comply with the DD MOC Process Cycle prior to execution of the change to the Well Proposal ‘Some examples of changes in Well Proposal include (but are not limited to): Side tracking Deepening well Additional logging/testing program Shifting location PETRONAS CARIGALI SDN BHD Section 2 Page 6PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2008 Section 3 DURATION AND PRIORITY OF CHANGES 3 DURATION AND PRIORITY OF CHANGES... 34 Duration of Changes 3.2 Priority of Changes PETRONAS CARIGAL! SDN BHD Section 3 Page 1PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 34 DURATION AND PRIORITY OF CHANGES Overview Duration of changes can be categorized into the following: 1) Permanent 2) Temporary Priority of changes can be classified into the following: 4) Emergency 2) Urgent 3) Normal Duration of Changes 3.1.1. Permanent Change ‘A Permanent change is a change that is intended to remain in place indefinitely. 3.1.2 Temporary Change A temporary change is a change intended to remain in place for a specified period only, For PETRONAS Carigali, temporary change shall be based on the evaluated risk ‘exposure time. After the specified time, temporary change must either have been + Restored to the original configuration + Extended beyond its original date, if proper risk reassessment and approval are obtained, another MOC request shall be raised r Implemented as a permanent change and raise another MOC request The following are examples of situations when temporary changes may be required: PETRONAS CARIGALI SDN BHD Section 3 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 3.2 + An installed platform required to be temporarily moth-balled due to unavailability of pipe laying barge. This results in the delay of HUC activity. * Using a type of equipment which deviates from the requirements specified by PTS, API, NFPA and etc. for a specified duration of time before replacing with the actual equipment that fulfills the requirement. Priority of Changes 3.24 Emergency Change ‘An emergency change may be necessary when a serious compromise in HSE (such as people, environment, asset and reputation) exists if immediate action is not taken. This is a change that must be undertaken immediately to avoid, mitigate, or control an incident. An incident in this context should be one that has a Risk Assessment Code (RAC) RAC-1 or RAC-2 Change shall be implemented immediately however the MOC form shall be filled by the Officer in Charge (OIC) within the subsequent 24 hours or immediately after the situation ‘stabilizes and documented for lessons learned. The whole MOC process cycle (as per Section 5) applies. Examples of Emergency Changes: * Crane hydraulics fail and load is left hanging. * HUC crew stranded on remote platform due to the bad weather. * Bad weather during load-out, sea-fastening, and installation. * Fire-water pumps failure during the SIPROD. 3.2.2. Urgent Change ‘An urgent change is a change that requires prompt implementations to capture the potential benefits or avoid significant negative business impacts, Normally these benefits and impacts would be associated with cost, schedule or other business considerations. PETRONAS CARIGALI SDN BHD Section 3 Page 3PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Urgent changes are not directly associated with HSE issues and are therefore significantly different from the emergency changes. Frequent use of the urgent change process should be avoided. The urgent change process does not eliminate any MOC requirements, but it does allow expedited implementation of the change in appropriate cases however the MOC form must be raised within 24 hours. Examples of Urgent Changes: © Sidetrack well decision outside office hours ‘+ HUC/Installation barge ad-hoc programme change 3.2.2.4 Urgent Changes to Contract Requirement Urgent changes to contract requirement during Engineering, Procurement, Construction, Fabrication, Installation, Hook Up and Commissioning and Drilling shall be requested through the MOC Form and shall follow the whole MOC process cycle (as per Section 6). Should the above urgent changes to contract requirements exceed the Approved Contract Value (ACV), approval shall be expedited through the ‘Urgent Case’ ‘exception as stated in the ACV Process Flow Overrun Project Monitoring “*P*¥! 3.2.3 Normal Change ‘Any changes that are not classified as emergency or urgent are considered normal change. Normal changes should be planned and implemented once approval is obtained. The whole MOC process is described in Section 5. PETRONAS CARIGALI SDN BHD Section 3 Page 4PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 44 42 43 44 45 46 Section 4 ROLES and RESPONSIBILITIES Contents RESPONSIBLE PERSONNEL FOR MOC ADMINISTRATION .. DD MOC Procedure Custodiar DD MOC Administrator DD MOC Coordinator DDMOC Initiator.. DD MOC Reviewer.. DD MOC Approver.. PETRONAS CARIGALI SDN BHD Section 4 Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2008 4 44 RESPONSIBLE PERSONNEL FOR MOC ADMINISTRATION Overview of Responsible Personnel Various responsible personnel are needed for administration of the procedure including the Procedure Custodian, Administrator and MOC Coordinator, as well as the following personnel for implementation of the procedure: * Senior Management personnel = Company Site Representative (CSR) and other line management personne! who are involved in the approval process Z Trained risk assessment personnel * Technical Authority (TA) MPPX%1 DD MOC Procedure Custodian (MOCPC) The DD MOC Procedure Custodian is the HSE Senior Manager of Development Division. In addition to his normal roles and responsibilities, the MOC Procedure Custodian’s responsibilities include: * Drive and steward overall MOC implementation in domestic and international operations. * Ensure full compliance to the MOC Procedure through monitoring, auditing and reporting. + Reporting of MOC performance to the Management, MOC Procedure should be revised at minimum five yearly. The Custodian shall schedule for implementation and track the following: * Revision of MOC documentation requirements ‘* Training of personnel involved in the change implementation PETRONAS CARIGALI SDN BHD Section 4 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 42 43 DD MOC Administrator (MOCA) Development Project Planning (DPP) shall be responsible for administering the MOC process and shall assign a MOCA to be responsible for administering the MOC implementation. This responsibility is in addition to his or her normal duties; it is not a separate position in the organization. ‘The MOCA responsibilities are: + Maintaining a database of all MOC forms forwarded by MOC Coordinators (MOCC) * Verifying that the MOC processes are being strictly followed within the project/department * Issuance of Monthly MOC Summary Report to the MOCPC. * To compile list of Technical Authorities and keep the list updated DD MOC Coordinator (MOCC) Project Manager/Project Team Leader/Officer in Charge shall formally appoint one MOCC amongst the team member. MOCC are critical resource in the MOC process. Their role as MOC is important in ensuring proper documentation of MOC Form, monitoring adequacy of risk assessment, approval from approving authority and close-out of the MOC documentation. The typical roles and responsibilities of MOCC for implementing the change process include the following: * Coordinate change processes within their specific project * To ensure that all raised MOC form is filled correctly and is closed out. * Maintain necessary documentation for their specific project/activity including: ¥ MOC Register ¥ MOC Records or Documentation (Copy of completed MOC forms) * To update Project's MOC Monthly Report Summaries “°** “I to Project Manager and MOCA * Ensuring that MOC lessons learned are shared appropriately within DD through Project Lessons Learnt (PLL) PETRONAS CARIGALI SDN BHD Section 4 Page 3PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2009 44 45 All MOC reports for both Rejected and Approved MOC shall be kept for a period of seven (7) years. DD MOC Initiator (MOC!) All DD personnel can initiate the change. Change can be raised through the MOC Form (PPX and submit to MOCC. The typical roles and responsibilities of MOC Initiator for implementing the change process include the following: + Filing up the MOC Form Facilitate and initiate the Risk Assessment * Obtain the required Technical approval * Follow through the implementation of the change from start until the end, DD MOC Reviewer (MOCR) MOC Reviewer, together with the initiator shall form a team to conduct Risk Assessment on the proposed change and plan the methodology of implementing the change. The MOC reviewer shall consist of the following (minimum requirement) © MOC Initiator * MOC Initiator's immediate supervisor * HSE Technical Authority as appointed by DSE . Other relevant disciplines Technical Authority (to be decided by PM/PMT/OIC) Following are examples of the existing Review Team which can also play the role of MocR: * Drilling Review Committee (DRC) * Facilities Integrated Review Committee (FIRC) PETRONAS CARIGALI SDN BHD Section 4 Page 4PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 46 DD MOC Approver The final Approval of the Change shall be based on the highest level of risk identified through the Risk Assessment exercises which are as follows: ‘+ For changes to PTS/FSPICSP - General Manager (of relevant Discipline) ‘+ For High to Very High Risk - General Manager (of relevant Discipline) ‘* For Very Low to Medium Risk ~ Project Manager. For cases where Project Team is yet to be formed, OIC or CSR shall be given the authority to approve. For Changes which require additional budget, subsequent approval on the budget is required prior to implementation of the change. This commercial approval is based on the Limit of Authority (LOA) Handbook. PETRONAS CARIGALI SDN BHD Section 4 Page 5PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2009 Section 5 DEVELOPMENT DIVISION MANAGEMENT OF CHANGE PROCESS 5 MANAGEMENT OF CHANGE PROCESS... 5.1 DD MOC Process Cycle. 6.2 DD MOC Process Flowchart... PETRONAS CARIGALI SDN BHD Section 5 Page 1PCSB DEVELOPMENT DIVISION WWALL D 05 004 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2008 5.0 54 MANAGEMENT OF CHANGE PROCESS ‘The basic principle of any MOC process is to ensure that the HSE, Quality and Schedule risk associated with the recommended changes are brought to ALARP level. Also, to ensure prescribed control and recovery measures are identified, assessed, documented and properly implemented. This section introduces the DD MOC Process Cycle which shall govern all Change Management within Development Division. All Changes in DD activities shall comply with this DD MOC Process Cycle. The second portion of this section describes in detail, the DD MOC Process Flowchart for all Changes which simultaneously will assist the MOC user in filling up the MOC Form PX" and follow through the Change until completion. DD MOC Process Cycle The generic DD MOC Process Cycle incorporates a number of MOC activities as shown in Figure 5.1 and Table 5.1. While these are consistent across the Project and Development lifecycle, they vary in scope and application depending on the nature of the change and its timing, PETRONAS CARIGALI SDN BHD Section 5 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2009 Identity Change (Activity 1) Define requirements to be fulfilled by Change (Activity 2) Close Out Report & Define proposed Change Solution Update Master Log (Activity 3) Communicate | Lessons Learned ‘Assess impact of proposed ‘Change Solution (Activity 4) ____ PLAN. Plan and organise — O. implementation of Change Document Change and (Activity 5) Close-Out Change Verification henge & Validation | (Activity 10) { O J APPROVE (TECHNICAL) Collect Lessons Review and approve proposed Learned Change Solution Not (Activity 9) ity (Activity 6) IRceroved [| BUDGET CHECK Implement details of Check Budget and Follow Change |¢——=| Governance Process (Activity 8) (Activity 7) Approve Figure 5.1 DD MOC Process Cycle For temporary changes requiring extension of MOC, the process from Activity 4 onwards is repeated. PETRONAS CARIGALI SDN BHDPCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WW ALL D 05 001 Rev. 0, October 2008 GENERIC ACTIVITY LIST DESCRIPTION INITIATE | Activity 4 | identify Change * Any DD personnel may initiate Change through the MOC Form ‘+ Identifying whether a change is subject to the DD MOC Procedure Define Activity 2 Requirements DEFINE * Justification on the need for Change. E.g.: HSE requirement, meeting schedule, increasing quality, or reducing the cost. Define Proposed Change Solution | Proposal on the Change Solution and/or propose alternative solutions for the change Assess Impact of * As part of the Change proposal, the risks attributed to the Change shall be assessed sd itr ASSESS | Activity 4 | Proposed Change and the required controls including mitigation measures shall be identified to Solution ensure that risks posed by the proposed Change remain at ALARP level. The plan shall be based on: Actions identified as a result of the risk assessments * Actions identified as a result of the Change impacts assessment Plan and organize |. Any additional actions identified from the PLAN Activity 5 | implementation of Change review of the MOC Form and the approval of the proposed Change Solution * Identify roles and responsibilities for implementing each identified action and its timing. * Identify the full list of deliverables of PETRONAS CARIGALI SDN BHD Section Page 4PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WWALL D 05 001 Rev. 0, October 2009 updated documents, which shall result from the implementation of the MOC process. All Change requests are subjected to an Review and approval process. APPROVE | Activity 6 | approve proposed Change Solution The level of approval must commensurate with the level of risk involved The available budget must be reviewed should the Change incur additional cost. check ‘Check Budget & ‘Activity 7 | Follow Governance | * If the cost for the Change is not within Bupeer, Process budget, then proper governance process for budget approval must be complied with prior to implementation of the Change. Upon approval of the proposed MOC, the IMPLEMENT | activtty 7 | Dement details required Changes can be implemented of Change once the required risk control requirements are fulfilled Activity 8 Collect Lessons The lessons learnt from the MOC process. Learnt shall be compiled and captured in the PLL ‘On complete implementation of the approved Changes, the MOC process | needs to be formally closed out. As part of CLOSE OUT Document Change the close-out, the required documentation Activity 9 | and Close out updates shall be completed Change process Appropriate documentation shall be maintained on file for later use in verifying that all change management process steps were followed. Table 5.1 Description on the DD MOC Process Cycle PETRONAS CARIGALI SDN BHD Section 5 Page 5PCSB DEVELOPMENT DIVISION WW ALL D 05 004 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 5.2 DD MOC Process Flowchart The MOC Process flowchart shown in Figure 5.2 is intended to provide the followin; * Detailed level that further describes the MOC Process Cycle * Amore structured process flow which clearly highlights and demarcates the roles and responsibility of personnel © Guideline for the user in filling up the MOC Form PETRONAS CARIGAL! SDN BHD Section Page 6Le6ed 'g uojoag Ha NGS MvORIVo SVNOULAd UeYOMO]4 $S9201d DOW CA ou) Uo UORduDSed Z's a1deL. == vi gia 34 fa pats! a ue se 29 10 96 4 soventul SOW uepoisno oom [ensuupyoon, —Jenoiddy | s012UIBI000 OOIN somainous | | ei an ssoonig finely S89905d 90M 6002 4940390 ‘0 “Asy oo soa Tv MM ‘3UNGIOOUd (DOW) SONVHD 4O LNAINSOVNVW NOISIAIG LNAINdOTSAaG 889dPCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 5.2.1. Application of the MOC Process Flowchart and MOC Form. ‘As mentioned earlier, the MOC Process Flowchart serves as a guide in completing the MOC Form °°" This section will describe in the detail on the methodology of raising, defining, evaluating, planning, implementing and closing out the change. PART 4 : INITIATION of CHANGE ‘+ Initiator to identify the Change and to determine whether: - the change is a replacement in kind - the change shall go through the MOC process (this can be determined through the MOC Questionnaire "*°*") ‘* Initiator to briefly describe the change and to justify the need for Change ‘* Initiator may also want to propose alternative Change Solutions that was considered which can also be described in this part PART 2: DEFINE * Initiator to state the project stage where Change is required * Initiator to determine the Type of Change in terms of its nature, duration, and priority and whether it is a deviation from PTS/ CSP/ FSP. PART 3: RISK ASSESSMENT * Risk Assessment to be conducted by MOC Initiator together with the MOC Reviewer. The number of MOC Reviewer involve depends on the severity and complexity of the Change. * The Risk Assessment here refers to HSE Risks, Schedule Risks and Quality Risks. These are the minimum Risk Assessment required. There may be additional risks which shall be justified by the Review Team. ‘© The level of risk before the Change and after the Change (without mitigation) must be determined through the use of the respective Risk Matrix as shown in Figure 5.2.1 (a) and Figure 5.2.1 (b). PETRONAS CARIGALI SDN BHD Section 5 Page 8PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 oe —— ; eee |e EJ] eae fesrenee | ame | sain ee | EE | gear core | rman ; vai | nce | wees | See : steer | SE | See, : es | oor [mam [ame | om [arn | a a ak Tarn PT as) oe > [moron | Seat | ee [ie SPSS ees ee = = | ae nm [ae | ae eer wm [se [oe Pee Sr a Sins Sir ar aa ee eave rere Figure 5.2.1 (a) PCSB HSE Risk Assessment Matrix APPX VI 1g the above Matrix is availabl DEFINITIONS OF PROBABILITY FOR A SINGLE RISK Very Low Low Moderate High VeryHigh h=10% | 11% -20% 41% 60% ‘DEFINITIONS OF PACT RANGES Very Low Low <4 wk 1-2 wks Reduction In Production in MMSCFID forthe Life of the Field <0.38 098-122 122-238 220-396 Extra Days of Maintenance per Year Above Planned 10 days <0 a 3-5 "Note: except for time the vertical impact definitions have the same impact on NPV Figure 5.2.1 (b) DD Project Schedule and Quality Matrix The Schedule and Quality Risk Matrix differs by project, hence the relevant matrix at the time of Change shall be obtained by Development Project Risk (DPR). PETRONAS CARIGALI SDN BHD Section 5 Page 9PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 ‘* Should the risk before the Change and after the Change (without mitigation) remain the same, the highest level of risk (from HSE, Schedule or Quality) shall be used as the Final Risk Rating for the purpose of final approval later on. An example is described as follows: 5 In this case, mitigation plan is Risk | Risk After | Risk After Change | Change | not required, as the risk Before change | Without with Mitigation | Mitigation | Defore and after Change is imposed remain the same. oes) Medium | Medium Hence, from this example, the Quality Low Low final risk rating to determine level of approval is Medium Schedule | Medium | Medium RK. ‘* However, should the risk after Change (without mitigation) increases to Medium, High or Very High from the current state without the Change, then a mitigation measure must be described in the ‘Mitigation Plan’. The Final Risk Rating will then be based on the highest risk level determined after. Change —with_ mitigation. ‘An example is described as follows: Rak ARer | RERARGE | I" this case, mitigation plan is Risk Batore Te oe required for HSE Risk and change. mitriGt wm Schedule Risk, as the risk Mitigation | Mitigation after imposing Change is HSE | Medium | VeryHigh | High | higher. Hence, from this Quality Low Low Low | example, the final risk rating to determine level of approval Schedule | Medium | — High Medium | ig High Risk. «In conducting Risk Assessment and/or developing mitigation plan, part of the Risk Assessment tools that can be used are as follows (but not limited to): * Environmental Impact Assessment (EIA) * Hazard and Operability Study (HAZOP) PETRONAS CARIGALI SDN BHD Section 5 Page 10PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Job Hazard Analysis (JHA) Quantitative Risk Assessment (QRA) Instrumented Protective Function (IPF) Evacuation, Escape and Rescue Analysis (EERA) Emergency Survivability System Analysis (ESSA) ‘Smoke and Gas Ingress Analysis (SGIA) Explosion Protection Review (EPR) Fire and Explosion Analysis (FEA) Hazard Identification (HAZID) Health Risk Assessment (HRA) Physical Effects Modelling (PEM) Electrical Safety and Operability Study (SAFOP) ‘Smoke Ingress Analysis (SIA) Inspection Test Plan Project Risk Assessment Document (PRA) *Note: If required, the evaluation of Risk Assessment and mitigation plan may be attached to the MOC Form as a separate sheet. PART 4: MOC PLAN * The MOC Initiator and Review Team to list down all the actions required in implementing the Change ‘* The costs associated with the Change also need to be specified *Note: /f required, the MOC Plan may be attached to the MOC Form as a separate sheet. PART 5 : APPROVAL ‘* MOC Coordinator to seek final approval from the Approving Authority based on the final Risk Rating from the Risk Assessment as described in Part 3. PETRONAS CARIGALI SDN BHD Section 5 Page 11PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 * Prior to that MOCC is required to check that all the relevant Reviewer have been consulted upon and have agreed on the Change proposal. * For Emergency/Urgent Changes, the formal approval process can be initiated after the implementation of the required Changes. However, as part of the implementation, discussion with the relevant TA shall be carried out including an assessment of the adequacy of risk control and mitigation. This discussion can be through telephone communication but shall be reconfirmed in writing using email or fax. * Upon acquiring approval on the proposed Change, the MOCC shall retum a copy of the MOC Form to the MOCI. However, before that, should there be cost incurred due to the Change, it is mandatory for the MOCC to check on the budget availability. If there's no budget allocated for the Change, the governance process of obtaining additional budget shall be followed prior to implementation of the Change. “Waring: For Changes that incur cost overrun, it is crucial for the Project Team/Line Department to obtain LOA Approval before proceeding with the Change. GSCM Procedure Shall be used as a guideline for this case. PART 6 : IMPLEMENT CHANGE + All appropriate requirements stipulated as part of the MOC approval shall be complied with prior to implementing the Change. These requirements may include among others the following + Training: To include educating the workforce on the need for and acceptance of the required Change. + Special equipment precautions. During the implementation of Change, special precautions are required to maintain safe operations depending on the Change. * Communication of Change shall be carried out to all affected personnel, including to both day and night shifts, * MOC Coordinator to record the implementation of Change and to update the relevant documents which are affected by the Change. List of documents that require to be updated are as follows (but not limited to) = Project Documents: AFC, Project Specification, Scope of Work, Interface Matrix PETRONAS CARIGALI SDN BHD Section § Page 12PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Specifications Design Specifications, Functional Specifications, Materials Specifications, Manufacturing Specifications, Handling Specifications Procedures: Manufacturing, Testing, Installation, Commissioning, Pre Start-Up Contract Documents: Request for Quotation (RFQ), Variation Order request (VO), Budgets & Pricing, Schedules and Milestones, Contract agreements Organizational documents: Roles & Responsibilities, Organization charts & Job descriptions, training requirements and records Philosophy & Strategy documents: HSE, sparing, vessels & intervention Drilling Documents; Well Proposal etc. PART 7 : Close - Out + Upon completion of the approved Changes, the MOC process needs to be formally closed out. Other requirements may include among others the following: 5.2.2 MOC Coordinator to record the lessons learned and capture into the PLL MOCC to fill up the MOC Reference No. and register into an MOC Log and track Until close-out of the Change MOCC to ensure that all appropriate parties have been notified of the Change MOCC to ensure that all appropriate documentation are completed, distributed to appropriate parties and then closed-out Rejection and Possible Modification In the event of the Change being rejected, the MOC Form shall be kept by the MOCC and returned a copy to the MOCI. The MOC Reference No. must still be registered in the MOC Log but the Change Log entry shall be closed In cases where the initiator wishes to pursue with the Change, incorporating the amendments proposed by the Approving Authority, a new MOC Form shall be raised including a re-assessment of the risk. PETRONAS CARIGALI SDN BHD Section 5 Page 13,PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Section 6 Application of MOC in Development Activities 6 BACKGROUND. 64 Application of DD MOC in Development Activi PETRONAS CARIGALI SDN BHD Section 6 Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 6.0 BACKGROUND The current entrenched Change Management extensively applied in Development Division is the Change Order Procedure, CSP-01, Drilling MOC Manual Procedure and respective Contractual Change Order Processes. These processes are established between Contractor and PCSB. It addresses the basic requirement for processing changes to the Contract that may affect the cost and/or schedule required to complete the project. Initiated by the Supply Chain Management, the Change Order Processes purely focus on managing Commercial Changes. Therefore, the DD MOC Procedure is introduced for the purpose of assessing and managing the Changes that may either be introduced by the Contractor or DD Personnel prior to issuance of the Change Order. Most importantly, DD Management with Line Department is able to overlook the Change Management process throughout the project lifecycle. With this DD MOC Procedure in place, more comprehensive risk assessment can be conducted; excessive cost impact can be identified in advance and proper Change documentation is available ‘As an example, DD MOC Process complements the Change Order Process as shown in Figure 6 (a) and 6 (b) below. tates | eure ] Caner) 6(a) PETRONAS CARIGALI SDN BHD Section 6 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 pears responsipiury —— UNEDEPATIENTS ‘RESPONSIBILITY ISUERR orignal) |—————>} Technical Aspects of Change “ACRNOWAEDGE receirraneuay |e————_ issuer ONEORINALTODD {2originl) TSSUECOP Reviews oriinal) Commercial Aspects of RESUBMIT 2 ORIGINALS. Change “RERNOWLEDGERECEIPT of THE CO RETURN ONE ORIGINAL toCARIGALL ‘eoseriN/coP 6(b) Figure 6.0: Flowchart for FIR/FIJCOP/CO from CSP-01, Rev. 1. (a) Flowchart without DD MOC Procedure (b) Flowchart with DD MOC Procedure in place. Figure 6.0 (a) is a typical example of the Change Order Process carried out between PMT and Contractor during the Engineering, Fabrication/Construction, Installation, HUC/Decommissioning stage. Figure 6.0 (b) emphasizes the integration between PMT and Line Department in reviewing the Technical Changes. PETRONAS CARIGALI SDN BHD Section 6 Page 3PCSB DEVELOPMENT DIVISION WWALL D 05 004 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 6.1 Application of DD MOC in Development Activities In line with the PETRONAS Project Management System (PPMS), DD Project Lifecycle starts from Front End Loading 1 (FEL 1) until Pre Start-Up Stage as shown in Figure 6.1 below. Decommissioning of facilities at the end of the facility's lifetime shall also be executed by DD whereby the whole PPMS lifecycle will be repeated for the reverse process, Bales Pelee metatien x Figure 6.1: PMS — High Level Upstream Activities Specifically, this DD MOC applies to any Changes as defined in Section 1 irrelevant of the DD Project Lifecycle Phases. Any Changes that occur during Drilling and Subsea IMR activities that interface with other Divisions shall be captured under the DD MOC. This DD MOC Procedure exclusively caters for Changes within Development Division (Internal Change Management). PETRONAS CARIGALI SDN BHD Section 6 Page 4PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Section 7 MOC RECORDS 7 MOC RECORDS.. 7.4 MOC Documentation and Filing 7.2 MOC Database. 7.3 MOG Reports. PETRONAS CARIGALI SDN BHD Section 7 Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 TA 72 7.3.0 MOC RECORDS In order to ensure the proper tracking and closeout of changes, a good documentation filing system and database is required. It shall be a part of the Project Final Documentation. MOC Documentation and MOC Forms are sent to the MOGC, who is responsible for the official MOC documentation, when the change has been completed. As a minimum, a copy of the approved/completed MOC Form should be kept at the Project Site Office/Line Department where the change was made. Proper documentation is invaluable in providing information for assessments and improvements of the MOC system. All MOC reports for both Rejected and Approved MOC shall be kept for a period of seven (7) years. MOC Database (the Master MOC database to be established) All completed MOC Forms, accompanying documents and MOC Log shall be kept by the Line Department/Project MOCC. The use of electronic database management is recommended to facilitate queries, status monitoring, and reporting of MOC performance. The MOC Master Log which compiles all the MOC status submitted by the MOCCs of all Projects/Line Department shall be kept updated by the MOCA. REFERENCE: See APPX IX for an example of the MOC Log and MOC Master Log. MOC Reports ‘An MOG Report shall be sent monthly by MOCC to the MOCA. An MOC Master Report shall then be submitted by MOCA to the MOCPC every month for presentation to the Management. This MOC Report shall include a summary of various types of changes. REFERENCE: See APPX X for an example of the MOC Report and MOC Master Report PETRONAS CARIGALI SDN BHD Section 7 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Section 8 TRAINING 8.0 TRAINING... 81 Training Scope....... 8.2 Training Requirements .. PETRONAS CARIGAL! SDN BHD Section 8 Page 1PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 a4 8.2 TRAINING The Development Division Management of Change procedure requires sufficiently trained and competent personnel to execute the MOC process, As required by Petronas Carigali HSE training guide, managers and supervisors are responsible for ensuring that their subordinates are competent to meet their responsibilities and accountabilities of the MOC procedure. Training on MOC Procedure will be conducted by the MOCPC which is DSE. Training Scope The training objective is to ensure all relevant personnel involved in MOC process must understand: * their roles and responsibilities * the activities governed by the Management of Change (MOC) procedure + MOC Processes and other procedure requirements * how to propose improvements to the procedure Training Requirements All DD personnel involved in the MOC process shall attend an MOC procedure training at least once. It Is important that the persons with specific execution responsibilities have the necessary skills, experience, training, and authority to carry out their roles and responsibilities. Line management has primary responsibility for ensuring the use of Change management processes meets all objectives and requirements. PETRONAS CARIGALI SDN BHD Section 8 Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Section 9 PERFORMANCE MONITORING 9 PERFORMANCE MONITORING. 9.1 Monitoring 9.2 Assurance. 9.3 Audit Indicators. 9.4 Action Tracking and Follow-Up.. PETRONAS CARIGALI SDN BHD Section 9 Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 of PERFORMANCE MONITORING ‘An assurance system is established to serve as mechanisms and procedures to measure, monitor and provide assurance with respect to performance of MOC implementation. Monitoring ‘The primary objective of monitoring MOC implementation is to ensure: Actions are evaluated in a structured manner to determine if MOC is applicable and changes are categorized accordingly. Changes are properly evaluated for risk and approved at appropriate levels Implementation and close out of changes are documented by a review of required records, spot audits, and formally scheduled audits: * MOC Logs * MOC Forms © Risk Assessments records ‘* File documentation of completed changes Audit shall be included as part of the HSE audit plan/PIR. The following parameters are adopted to allow for efficient tracking of MOC implementation: Number of MOC Forms raised and registered Number of audit conducted on MOC Implementation Number of Non Conformance raised against MOC procedure Number of incidents resulted from inadequate implementation of MOC Number of outstanding MOC/ Number of Change Forms Open/Active Number of closeout date overdue PETRONAS CARIGALI SDN BHD Section 9 Page 2PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Note: Number of MOC Form raised: Total Change request received by MOCC 9.2 Number of MOC Form registered: Total Change request which has been approved to proceed by the MOC Review Team. The results of monitoring the indicators will help identify the needs for resources, training and focused Assurance activities. Information about non-conformance and progress is communicated adequately to all personnel concemed. Assurance The suitability, adequacy, and effectiveness of the MOC System are monitored through an assurance process. The purposes of the assurance are to: * Determine whether MOC procedures and practices are complete, up-to-date and compliant with applicable governmental regulations, policies and good HSE management practices. * Determine whether MOC processes are implemented, effective, apply good engineering practices and meet the requirements of the MOC Procedure, * Determine the status and quality of MOC versus identified objectives, goals and/or other targets. * Ensure risks are adequately accessed and mitigation measures are properly identified and implemented Assurance on MOC should be conducted as part of the overall HSE MS Assurance activity at the Project Site/Line Department (as per PTS 60.0102 and PTS 60.0301), or specially organized such that the scope only cover the MOC System. Tier-1 MOC Assurance shall be conducted annually and included in the HSE audit plan. Checklist or protocol for the MOC Assurance can be referred in Appendix 9 of PTS MOC Guideline. PETRONAS CARIGAL! SDN BHD Section 9 Page 3PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 9.3 Assurance Indicators Additionally, the following indicators will assist in assessing progress towards or achievement of the procedure objectives. OBJECTIVES ASSURANCE INDICATORS Once baselines for project, operational, and administrative baselines have been established, all changes are managed through a structured and systematic process of: 1. Identification; 2. Evaluation (based on risk) which includes safety, health, and environmental implications, regulatory and standards compliance, etc.: 3. Approval at appropriate level; 4. Implementation to include regulatory permits, communication, training, ete. 5. Documentation/closeout. 4. Changes are identified and documented. Changes made are subjected to the DD MOC Process. 2. Changes are evaluated for HSE impacts, Proper approvals are provided. 4, Implementation includes informing employees and conducting training where appropriate. There are no risk assessment findings or regulatory compliance issues associated with Changes. 5. Documentation is updated and changes are closed out. Areas subject to Change management procedures are clearly defined and communicated - MOC Forms and procedures include instructions/examples on types of changes requiring control. - Persons with responsibility for or involvement in Change management are familiar with the Procedure requirements (determined by interviews and review of records). PETRONAS CARIGALI SDN BHD Section 9 Page 4PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WWALL D 05 001 Rev. 0, October 2009 OBJECTIVES ‘ASSURANCE INDICATORS Procedures for Changes are established and adhere to MOC Change management procedure addresses permanent, temporary, and emergency change (determined by employee interviews and review of procedures) The change control process for all proposed Changes is documented from identification to close-out. - Change control logs are maintained - Change Status Reports are issued regularly (determined by review of records). Approval authorities are selected according to the risks associated with the change — higher risk requires higher authority levels. Approval authority for changes as a function of risk is documented (determined by review of records) Sharing of appropriate lessons learned, both within PCSB and with other PETRONAS units, is an integral part of the Change management process. Communication of lessons learned is formally implemented via available avenue such as PLL, forum, meeting etc (determined by interviews and review of records). There are no HSE incidents associated with Changes. Number of change-related HSE incidents. 9.4 Action Tracking and Follow-Up ‘An action tracking and follow-up is required to ensure that all action items are properly monitored and managed to completion. Action tracking, as a minimum, requires the establishment of a formal system and procedure for: . Tracking the status of, and following-up on, key milestones and performance indicators identified in MOC Plans, i. change. , the implementation life cycle of the PETRONAS CARIGALI SDN BHD Section 9 Page 5PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 * Tracking the status of, and following-up on, identified corrective and preventive action items during the monitoring of MOC Plans, i., the implementation life cycle of the change. * Tracking the status of, and following-up on, identified corrective and preventive action items arising from assurance activities and their respective Assurance Reports. The following components shall be considered to ensure suitability, adequacy and effectiveness of the above. Time frames and functional accountabilities for reporting, implementing follow-up, verifying the effectiveness of follow-up and closing-out follow-up items are clearly defined. There are periodic reviews of the status of outstanding / overdue actions. Adequate attention is given to coordination among various areas of functions / personnel affected by follow-up actions. PETRONAS CARIGALI SDN BHD Section 9 Page 6PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, November 2009 APPENDIX | DD MOC PROCEDURE QUESTIONNAIRE to assess if an MOC is needed TITLE PROJECTIDEPARTMENT LOCATION INITIATOR POSITION IMMEDIATE SUPERVISOR POSITION This questionnait is for guideline only to determine whether the Management of Change (MOC) procedure applies to a proposed change. If the answer to any of the following questions is YES, the MOC procedure applies and the MOC Form must be completed also Answers Items Questions: yes | No Will the modification change equipment or a component with a different type of equipment or component than the existing one? Will any chemicals be used that present a new or additional hazard that is not already included in available MSD‘ information? Are updates to Piping and Instrumentation Diagrams (P&ID's), 3. | electrical classification drawings or related facility diagrams required? 4 | Does the change affect the electrical classification of the area? 5 | Af any addtional design requirements or codes applicable to the cchange of modification that is not evident in the original installation? 5 _| Willthe changes impact the incumbents residing in Business or HSE Critical Positions? 7 _ | Does the change have effect on HSE? 8 | Does the Change deviates from the Contract requirement? 9 | Willthe Change deviate from PTS/CSP/FSP requirement? Reminder : A check in the "YES" column requires review and possibility Technical Consultation.PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WW ALL D 05 001 Rev. 0, October 2008 APPENDIX IV EXAMPLES OF LIKE FOR LIKE REPLACEMENT Like For Like Replacement * An item (equipment, chemical, etc.) that satisfies the design specification of the item it is replacing. * This can be an identical replacement or any other design altemative specifically provided for in the design specification as long as the alternative does not in any way adversely affect the use of the item or associated items. * Engineered equipment that satisfies all existing specifications is like for like replacement. REPLACEMENTS: LIKE FOR LIKE vs. NOT LIKE FOR LIKE PIPING / VALVES Like for Like: Not Like for Like: + Same size 6°06", 8 to 8, etc) + Different size + Piping must be same schedule (Sch. 401 | + Change in piping scheduled (Sch. 40 to Sch. Sch. 40, Sch. 80 to Sch. 80, etc) 80, Sch. 80 to Sch. 40, etc.) + Same material of construction * Different material of construction * Same pres. And temp. rating for flanges © Different pres. or temp. rating for flanges * Flanges must have same facing (raised | + Change in flange facing (raised face to RTJ, face to raised face, RUT to RHT, etc.) RTJ to raised face, etc.) ROTATING EQUIPMENT (Pumps, Compressors, etc.) Like for Like: Not Like for Like: Must be same material includes intemals) Change in material (includes internals) ‘Must be same flange rating, size, and facing Change in flange rating, size, or facing Must have same capacity (impeller size, diffusers, diaphragms, etc.) Must have same type of seal Change in capacity (increase or decrease diameter of rotor, etc.) ‘Change in type of seal Must be same type (positive displacement, centrifugal, etc.) Change in lubrication (grease to mist, purge to mist, etc.) Must have same appurtenances (seal flush, bearing cooling, coupling, etc.) Change in type (centrifugal, positive displacement, etc.) Must have same type of lubrication system (mist, grease, purge, etc.) PETRONAS CARIGALI SDN BHD Appendix IV Page 1PCSB DEVELOPMENT DIVISION WW ALL D 0s 001 MANAGEMENT OF CHANGE (MOC) Rey. 0, October 2009 APPENDIX Il: MOC FORM PETRONAS CARIGAL! SDN BHD Development Division ‘Management of Change (MOC) Form PART 1: INITIATION OF CHANGE (MOC initaor of up) DepartmentiName of projectYear!MOG No. Tie Inter Peston Supervisor i Bilt description of change (What?) Postion Reasons of need for ch PART 2: DEFINE (MOC Iniatorto il up) PROJECT STAGE CreczL ees Cociaies retricaton (Tinstatatonl Iituc Cloning loecommissoning Design Construction ‘TYPES OF CHANGE Nature contract eauirement CJengineeing lequpmentttacuare Le propos eres rosten —— LDerocesire — Jetazardous materat [Joiner Duration remanent [Jramporary Fortemporary change, estimate complction éte:|____] Prony emergency Cursent — Anomat DeviatontromPrsvesrese = [yes Dro PART: RISK ASSESSMENT (NOC lnlator ofl up after boon reviewed and decussed with PMT) Zeiow | Mor Change | After Change a without ‘sty Description of Change Impact ange | niigation | Mitigation TSE ‘ually | Sereaue "oe vk mate Final Risk rating(or spproval of Change proposal, see Page 3) iigtion Plan (6.9: Risk assessment tool: PETRONAS CARIGALI SDN BHD APPENDIX I Page | 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) Rev. 0, October 2009 PART 4: MOC PLAN (\IOG Inlator fo fil up alr been reviewed and discussed) List of HOC eations ‘tached MOC Pan Oves Ono cost Associates with Change L] ves Dro Value Ca PART 6 TECHNICAL APPROVAL (MOG Initatrto fll up and seek approval am respadive AA rough MOS Coordinator ‘Approval of proposed change PosTioN 7 lnmmaror 2 [IMMEDIATE SUPERVISOR (to tine) [RSE TECHNICAL \UTHORITY 4 TrEcHNICAL UTHORITY specty iscpine) [PROJECT MANAGER R. [iow to moderate) © [ow (High & very High risk and deviation tom lPTsicsPrrsP) [Naw [SIGNATURE [DATE Noto: Check budget & follow Governance Process should the chang PART 6: IMPLEMENT CHANGE (MOC Coordinator to ft up) ‘Actual implementation stat ate: [_] Actual completion date: [____] Review and update documents to accommodate the change ‘Document TH Date Update ur adaltonal cost PARTT: CLOSE OUT (NOC Coordinator to filup) Lessons learned 4 2 2 Capture Lessons Leamed in Project Lesson team Put) L_lves no (CHANGE DOCUMENTATION Change registered into MOC Revister Cives Dn0 Verication of Completion and Documentation Name: Signature Date: TOC Coorainatory PETRONAS CARIGALISDN BHD APPENDIX IL Page |2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) Rev. 0, October 2009 “6 FORMULA& SCALE LESS THAN 1.49 = LOW RISK IF 1.5 TO 2.49 = ey oe GREATER THAN 2.5 = HIGH RISK PETRONAS CARIGALI SDN BED APPENDIX I Page |3PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WW ALL D 05 001 Rev. 0, October 2009 APPENDIX Ill LIST OF CHANGES AND WHERE ADDRESSED Where the Process of Change is addressed The table in this appendix gives details of where different Change Processes are documented (but not limited to) It included changes not covered in this Management of Change manual so that the reader can access the appropriate manual as required. REFERENCE: “Section 2 Nature of Changes” PCSB Management of Change List of Changes and Where Process for Change Addressed Nature of Change Change Description Covered By This Procedure If Not, Where Manual with Detail/Procedure Engineering Changes/Exceptions to Design Standards and specifications Yes Equipment / Hardware Marine Equipment Changes Yes Procedural Changes to Emergency Response procedures Yes Changes to Maintenancefinspectio 1 procedures (PM, pigging, UT inspection, etc.) Yes Cargo Loading procedures changes Yes CranelLifting procedures changes Yes Changes to procurement procedures for monitoring third parties No Procurement Department Refer to Procurement Department Procedures Changes to HSE Audit & Assessment process/procedures No Corporate HSE MOC System Manual “Temporary changes to, or deviations from PCSB Manuals Yes PETRONAS CARIGALI SDN BHD Appendix Ill Page 1PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WWALL D 05 001 Rev. 0, October 2009 Permanent Changes PCSB HSEMS WW to HSEMS Systems Ne ALLO7 001 Section 4-4 Covered as a standard process in each PCSB Processes for Manual and Updating PCSB No Management Manuals Procedures Manual MY ALLA 05 002, Section z Refer to the Corporate Tis Rrooess Chaliges Ne HR General Manager Changes of corrosion Hazardous | inhibitor or other Yes ane oilfield chemical Changes of maintenance chemicals (lube oils, Nes solvents etc. sti Personnel Changes eats for Critical Positions Yes os! (temporary) Changes to Contractor Contract | scope of work and Yes Requirement | technical specifications Permanent Revisions Petronas For more details Refer Other Types | to HSEMS Systems No Carigali HSE | the HSEMS Manual # of Change Committee | ww ALL $ 07 001 (CHSEC) PETRONAS CARIGAL! SDN BHD Appendix Ill Page 2PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WWALL D 05 001 Rev. 0, October 2009 APPENDIX IV EXAMPLES OF LIKE FOR LIKE REPLACEMENT Like For Like Replacement * An item (equipment, chemical, etc.) that satisfies the design specification of the item it is replacing * This can be an identical replacement or any other design alternative specifically provided for in the design specification as long as the alternative does not in any way adversely affect the use of the item or associated items. * Engineered equipment that satisfies all existing specifications is like for like replacement. REPLACEMENTS: LIKE FOR LIKE vs. NOT LIKE FOR LIKE PIPING / VALVES Like for Like: Not Like for Like: ‘Same size (6° to 6", 8 to 8", etc.) Different size Piping must be same schedule (Sch. 40 to Sch. 40, Sch. 80 to Sch. 80, etc) Change in piping scheduled (Sch. 40 to Sch. 80, Sch. 80 to Sch. 40, ete.) ‘Same material of construction Different material of construction ‘Same pres. And temp. rating for flanges Different pres. or temp. rating for flanges Flanges must have same facing (raised face to raised face, RUT to RHT, ete.) Change in flange facing (raised face to RTU, RTJ to raised face, etc.) ROTATING EQUIPMENT (| Pumps, Compressors, etc.) Like for Like: Not Like for Like: Must be same material (includes internals) Change in material (includes internals) Must be same flange rating, size, and facing Change in flange rating, size, or facing ‘Must have same capacity (impeller size, diffusers, diaphragms, etc.) Change in capacity (increase or decrease diameter of rotor, etc.) Must have same type of seal Change in type of seal Must be same type (positive displacement, centrifugal, etc.) Change in lubrication (grease to mist, purge to mist, etc.) Must have same appurtenances (seal flush, bearing cooling, coupling, etc.) Change in. type (centrifugal, positive displacement, etc.) ‘Must have same type of lubrication system (ist, grease, purge, etc.) PETRONAS CARIGALI SDN BHD ‘Appendix IV Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 APPENDIX V REVIEW CHECKLIST At the moment, only the following Checklists are available for use by the MOC Reviewer. These checklists shall be sufficient until the MOC Procedure is further improved by the relevant discipline to cater for Development Activities. Table of Contents _ Checklist Title s ae Checklist Number ¥_ Training Verification Form #001 ¥_HSE Checklist # 002 ¥_ Critical Position Review Checklist # 003 PETRONAS CARIGALI SDN BHD APPENDIX V Page 1PCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 TRAINING VERIFICATION FORM (Page 1 of 1) Checklist # 001 Name of Person Responsible to DATE: ensure training is carried out ‘MOC NUMBER: NATURE OF CHANGE (CIRCLE — ONE): ENGINEERING/ HARDWARE / PROCEDURAL! HAZARDOUS MATERIAL/ CRITICAL POSITION/ CONTRACT REQUIREMENT/ WELL PROPOSAL DURATION (CIRCLE ONE): PERMANENT J TEMPORARY PRIORITY OF CHANGE (CIRCLE ONE): NORMAL / EMERGENCY / URGENT INSTRUCTIONS: This form is to ensure and document that all personnel requiring training associated with the change have been identified and the needed training has been performed. This self explanatory form must be filed out, attached with the main MOC form and sent to the MOC Coordinator before the MOC can be closed out INDICATE THE WORK GROUP THAT IS RECEIVING TRAINING "TYPE OF TRAINING (tick one) INTIAL REFRESHER MOC. INDIGATE METHOD(S) OF TRAINING INDIGATE METHOD(S) OF VERIFICATION COMPUTER BASED TRAINING ‘COMPUTER BASED TRAINING WRITTEN COMMUNICATION FIELD DEMONSTRATION FIELD DEMONSTRATION WALK THROUGH VERBAL REVIEW WRITTEN TEST SIMULATORS, CLASSROOM our No Staff to be Trained Training Details Training Trainer's Name Name Staff completed and Signature | Remarks No._| (sign and date) 7 2 3 Date: Designated Trainer Signature - | verify that all of the indi have satisfactorily completed training on this material. luals whose signatures appear below Date: PETRONAS CARIGALI SDN BHD APPENDIX V Page 2PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 Trainee Signature - | have reviewed and understand this material and am able to perform the tasks required. HSE CHECKLIST (Page 1 of 6) ‘Checklist # 002 Name of Person Responsible to DATE: review MOC NUMBER | NATURE OF CHANGE (CIRCLE ONE): ENGINEERING’ HARDWARE 7 PROCEDURAL) HAZARDOUS MATERIAL’ CRITICAL POSITION/ CONTRACT REQUIREMENT/ WELL PROPOSAL DURATION (CIRCLE ONE): PERMANENT / TEMPORARY, [PRIORITY OF CHANGE (CIRCLE ONE): NORMAL 7 EMERGENCY / | URGENT. Tnstruction: 1, Complete this checklist and attach to the main MOG form to include: = Issues identified Personnel that needs to be trained or informed "Document that needs to be updated 2. This attachment isa tool to promote consistency inthe review of change for this discipline, 3. Where the person conducting the review does not have the expertise or experience to accurately answer the questions they should refer to the appropriate Technical Authority. 4, tfapplicable then complete the relevant section ofthe attached Checklist. Record as instructed above. if al section is N/A, sign below to complete review. Tick Tick WAppIcabIe Checklist Elements Applicable Checkist Elements 7 Occupational Heath | ElectricalArea Classification 2_[ Safety 7_[ Human Factors ‘3 | Operations / Process Control & | Documentation, Training and Communication | Environment 3 [Rel lowdown and Saey | uipment [Fire Emergency Response I TSE Screening Checklist (any of he answers is "YES the HSE Design Review Checklist must be completed) = No * Does the change introduce new Chemicals to the process or require changes to the existing MSOSs? Does the change requires revision to an existing JSA or requires a new one? * Does the change significantly alter the working environment (introduce fumes/dust, Fequire working at height, additional confined space entries, alter exposure to noise, temperature, exposure fo chemicalradiation, alter lighting conditions. etc.)? Is the change labor intensive or involve repetiive motion (see PTS 60.121)? Does the change require any abnormal work activites (,e. Excavation, heavy its etc.)? Does the change require new PPE or changes to existing PPE requirements? = Does the change alter the area necessary/egress (e.g. Routine access, emergency access for operational and emergencylresponse equipment, require ling over live equipment, introduce tripping, bumping or pinch points)? * Does the change require changes to fe and Explosion or toxic gas detectors or alarm systems? = Does the change impact fire fighting systems / equipment (frewater lines, monitors, extinguishers, fireproofing, deluge systems, fre detection, etc)? PETRONAS CARIGALI SDN BHD APPENDIX V Page 3PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 WW ALL D 05 001 * Does the change involve taking water from the firewater system? * Does the change impact the emergency response plan (introduce new or affect the existing hazards in the area, introduce new groups of people, etc)? HSE CHECKLIST (Page 2 of 5) Checklist #002 HSE Screening Checklist (if any of the answers is ‘YES the HSE Design Review] yes | no Checklist must be completed) * Does the change alter the secondary containment systems (drainage, bunds, liking)? = Does he ‘change add new connections to the flare, or sewerage systems? *_ Any new hazardous or non-hazardous wastes produced? * Does the change affect the Area Classification? * Affect other safety equipment (ie. Machinery guards, handrails, etc.)? *_ Affect relief or blowdown system? * Does change affect the environment? *_ Any changes to critical procedures and training or competency requirements> IF THERE ARE ISSUES CHECK YES AND RECORD IN MOC. YES | NO ITEM REMARKS. az Occupational Health * Introduce a new chemical, or chemical hazard? * Involve an alternate use of an existing chemical? * Introduce new corrosive (high or low pH) hazard? * Introduce potential for adverse chemical reaction? * Require new MSDS to be obtained and available? * Introduce a new biological hazard? * Introduce a new noise hazard? = Introduce temperature extremes (heat or oryogenic)? * Introduce a new ionizing radiation source or hazard? * Introduce a new non-ionizing hazard (laser, microwave, infrared, etc.? * Introduced a new respiratory hazard (dust, fume, mist, vapor, fibers, etc.)? = Introduce a potential skin irritation/injury hazard? * Affecting lighting? Is adequate lighting available? Emergency lighting’? * Create a need for newidifferent respiratory protection? 2, Safety ‘© _ Impact any walking or working surfaces? * Introduce any new slipping or tripping hazards? * Introduce any moving machinery hazards or pinch points that require guarding? * Affect any means of entry or egress from a work area? * Create any new confined spaces or confined space hazards? PETRONAS CARIGALI SDN BHD APPENDIX V Page 4PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WW ALL D 05 001 Rev. 0, October 2009 HSE CHECKLIST (Page 3 of 6) Checklist #002 YES NO. ITEM REMARKS. Create any new isolation points, LOTO issues? Introduce new HSE issues for turnaround planning? Create personal protective equipment requirements hand , head. eye, face, body, flash fire, foot protection. etc. Create need for showers, safety showers or eyewash facilities? Create need for communication devices? Are there two means of egress from the area? Has insulation been installed to prevent thermal burns? Has construction material been removed? Can critical isolation points be operated as necessary in an emergency? ‘Are containers properly labeled? Is access to new or modified equipment for maintenance or operation adequate? ‘Are relief systems and blowdown systems adequate? ‘Are appropriate interlocks, alarms and controls in place? 3. Operations / Process Control ‘Are new sampling facilities required? Does the change alter the composition or means of disposal of effiuents? Does the change introduce any other additional hazards? ‘Are additional control measures / safeguards required to mitigate these hazards? ‘Will the change affect the safe operating limits of the equipment / unit? Does the change result in operating the system closer to the trip or alarm settings? Does the change require additional or revision of process trip or alarm system and protection system to adequately address the new operating conditions and safe operating limit(s)? 4 Environment Result in additional energy use (electricity, gas)? Result in additional utility use (steam, water, air)? Require any new permits or approvals from regulatory agencies? PETRONAS CARIGALI SDN BHD APPENDIX V Page 5PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WW ALL D 05 001 Rev. 0, October 2009 HSE CHECKLIST (Page 4 of 5) Checklist #002 YES No TEM REMARKS Result in additional or different wastes being generated? If yes to above, have waste profiles been developed for feeds, intermediates, end products, and off-spec products and a disposal process developed and implemented? Result in increase, alter, impact air emissions (provide calculation)? Results in increase water discharge? In any way affect soil or groundwater? Require additional or different water treatment needs/capabilty? ‘Are tanks, lines, vessels appropriately protected by secondary containment? Has waste minimization been considered? “Are proper materials available to contain and clean up a major spill? 5. FirelEmergency Response Introduce new flammabilty, explosive, or reactivity hazards? Introduce new flammable/chemical storage vessels or containers? Does the change impact access to equipment for fire fighting or spill cleanup? Have spill cleanup, fire and other plans been developed? Is the emergency response plan adequate to address the change? Does the change create needs for fireproofing equipment/structures? Does the change create a need for additional fixed fire detection or suppression equipment? Is fixed/portable fire extinguishing capabilities adequate to cover this change? Is containers/equipment properly grounded/ bonded to prevent static discharge? 6. Electrical/Area Classification. Alter any existing electrical equipment? Introduce any new non-classified or non-rated electrical equipment in a process area? Introduce any new sources of ignition in the process and surrounding areas? Is electrical equipment properly labeled? Does electrical equipment meet codes? PETRONAS CARIGALI SDN BHD APPENDIX V Page 6PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev, 0, October 2009 HSE CHECKLIST (Page 6 of 5) Checklist #002 Yes | No ITEM REMARKS: 6. Human Factors Is there adequate access to controls? ‘Are visual/ audio alarms adequate? * Can equipment be operated and maintained without repetitive motion or unsafe postures? 7. Documentation, Training and Communication ‘© Comply with HSE policies and procedures? = Create new or modified emergency operating procedures? * Does the change necessitate modification to the following (to address any alterations to the original configuration): A) Safety Instruction? B) Operating Procedures? C) Emergency Procedures? D) Operators documented training requirements? ©) Does the change require marking-up of documents including equipment files, P&IDs, etc.? - Relief | Blowdown & Safety Equipment * Does the change necessitate additional fre and gas detection and alarm system? = Does the change necessitate additional fire prevention system and the fire fighting systems and equipment? = Introduce or alter any potential cause of over/ under pressure (or raisellower temperature) in the system or part of it? ‘Introduce a risk of creating a vacuum in the system or part of it? In anyway affect equipment already installed or the purpose of preventing or minimizing over or under pressure? ‘* _ Affect the blowdown system (including back pressuring other areas)? 9, Other Issues/Concerns Review Signature and Date (Review Compl PETRONAS CARIGALI SDN BHD APPENDIX V Page7PCSB DEVELOPMENT DIVISION MANAGEMENT OF CHANGE (MOC) PROCEDURE WWALL D 05 001 Rev. 0, October 2009 CRITICAL POSITIONS CHECKLIST (Page 1 OF 2) Checklist # 003 Personnel Placement Checklist DD MOC PROCEDURE REVO MOC TITLE MOC NUMBER REVIEWER DATE: CRITICAL POSITIONS IF EXEMPTION APPROVAL IS REQUIRED TO COMPLETE THE MOC FORM AND SEND FOR EVALUATION ‘SECTION ONE - POSITIONIROLE INFORMATION T Position Job Role Tite: Zz Department Division/Localion: Candidate's Name: EmployeeyContractor: Relief Assignment Yes. period: | From Te: Ts ita designated position under PCSB HSE Critical Position? ‘ire skills, knowledge and experience requirements met? (refer position description) a ‘Are inital training requirements met? (Refer position description) 70. Have Regulatory/License requirements been met? (Refer position description) 7 Has an appropriate handover been planned/ conducted? ‘COLLECTIVE COMPETENCE APPROVAL, 72, Collective competence exists In the following areas nol met by the candidate. Criteria not met by Candidate (from Position Specification) ‘Complance achieved by 7% Managers Name 1h Signatures) Managers Signature: (Originating Email ID replaces PETRONAS CARIGALI SDN BHD APPENDIX V PagesPCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 CRITICAL POSITION CHECKLIST GUIDELINES CRITICAL POSITIONS REVIEW CHECKLIST (Page 2 of 2) | Checklist #003, OBJECTIVE The objective of this checklist is to ensure that any individual placed temporarily in a positionirole identified as important to projects and technical integrity has the necessary skills, knowledge, experience and training to meet the prescribed position/role requirements. The procedures apply to PCSB Employees and contractors filing crtical positions, A Critical Position Checklist (CPC) should be completed along with the MOC form for all temporary personnel changes to critical positions PROCEDURE Individual Competence ‘+ The critical position job description will detail the knowledge, skills, experience and training preferred to enable an individual to most safely and effectively operate in the position, ‘* The job description requirements must be compared with the candidate's work and training histories, ‘+ An appropriate handover detailing important issues for the new incumbent must be planned at the time of replacement. Collective Competence * If the candidate does not meet all of the requirements stipulated in the position description, they may stil fill he position provided that collective competence exists. * Collective competence exists when other individuals are available to assist in meeting the requirements of the position in which the candidate is not qualified * Position descriptions requirements not met by the candidate should be listed, as should the method for meeting the requirements. Required individual regulatory or license requirements cannot be covered by collective competence. If approval is based upon collective competence, then approval must be provided by the relevant MOC approval authority. * An appropriate handover must be conducted prior to the candidate's commencement in the position. This handover must stipulate any areas in which the individual is not authorised to operate and who is available to assist when required, Regular Relief * Long term coverage may only be granted where a candidate meets all position requirements (i.e. No Collective Competence) * An appropriate handover shall occur each time the individual is called upon to relieve the position/role and a new MOC change request shall be raised PETRONAS CARIGAL! SDN BHD APPENDIX V Page 9(expose ‘saudojansa) fe pestdasa safuews 40 vio %0r ew 3808 ‘nie ‘aanejnuing eA wwse ew ssn s08ueu9 30 008 soxor ue ‘ssa anjen aapeinuing, Qo ‘6002 840190 ‘0 “A2Y 100 $0 T1v MM. 3UNGIOONd (DOW) SONVHD JO LNAWSOVNVIN NOISIAIG LNAWdOT3A30 889dPCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CANE QOC) PROCEDURE ova ouobe 08 APPENDIX Vil PCSB HSE RISK ASSESSMENT MATRIX aa —— : === |] me Joven | ame | mmm | ibm | EH | eter | oars |r : wn | | Sees | © [wom [wom [ome | me Slane | SPR] Tak ae =) won [Sex | oe [ae a ee = = | Sees me [oe | | Lowi - Manage fr Contras Improvement igh Rk - Inlerable Definitions: In using the PCSB Risk Assessment Matrix, the various definitions of consequences in terms of harm to people, environment, asset and reputation are as follows: HARM TO PEOPLE Severly [Potential impact | Defirilon 2 No injury No inury or damage to health 1 ‘Slight injury | Slight injury or health effects (inoluding first aid case and medical veatment case) - Nol affecting work performance o causing disabilty. 2 Minor Injury | Minor injury or health effects (Lost Time Injury) - Affecting work performencs, such as restriction to activities (Restricted Work Case) or a need to take 3 few days to fuly recover (Lost Workday Case). Limited health effects which are reversible, e.g. skin iritalon, food! poisoning. 3 Wajor injury ‘Major injury or health affects (including Permanent Parla Disabily) - Affecting work perfomance in the longer term, such a6 2 prolonged sbsence from work, Ireversible health damage without loss of Iie, @.g, noise induced hearing loss, chrenie back injuries, 4 Single Fatality | Single fatally - From an accllant or occupational lness (poisoning , cancer), 3 Maltsle Fataity | Muttple ftsities - From an accent or occupational liness (poisoning, cancer, PETRONAS CARIGALI SDN BHD APPENDIX Vil Page 1PCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 ENVIRONMENTAL IMPAGT Severiy Potenial mpect Defiation No impact Zoro effect - No environmental demage. No change in the environment. No financial consequences. ‘Sight impact Slight effect - Local environmental damage. Within the fence and witi systems. Nogigible financial consequences. ‘Winer impact Minor effect - Conlamination. Damage sufficiently lorge to attack the envircnment. Single excaadance of stalulory or prescribed ciiterion. Single compen. No permanent effect on the environment. Tecalsed impact Tocalised offect - Limited loss of discharges of known toxicly. Repealed exceadiance of statutory or prescribed limit. Affecting neighbourhood. Major impact Major affect - Severe environmental damage. The compeny fs required 10 take extensive measures to restore the contaminated environment to ils ‘original state. Extended exceedance of statutory or prescribed limi. ASSET Massive impact AMAGE ‘Massive effect - Porsistont severe environmental Gamage or eevere nuksance ‘extending over a large area. In terms of commercial or recreational use or ‘nature conservancy, a major economic loss forthe company. Constant, high exceedance of statutory oF prescribed limit. Severiy Potential Impact Defriion No Damage Zero damage ‘Sight Domage ‘Slight damage - No disruption to operation (costs less than 10,000), ‘Minor Damage ‘Winor damage - Brief disruption (costs less than 100,000), Local Demege— cecal damage - Parlat shutdown (can be restarted but costs up to 500,000) ‘Major Damage ‘Major damage - Partial operation loss (2 weeks shuldown costs up to 10,000,000). Extensive Damage Extensive damage - Substantial or total loss of operation (costs In axcoss of 10,000,000), PETRONAS CARIGALI SDN BHD APPENDIX VII Page 2901 90N XI XION3ddV 6002 1890390 ‘9 “Aey 3UNGIIONd (SON) SONVHO 4O LNAWAOWNVIN boo so. Tv MM NOISIAIG LN3WdO73A30 @SOdPCSB DEVELOPMENT DIVISION WW ALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE Rev. 0, October 2009 APPENDIX IX_DATABASEPCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. Rev. 0, October 2009 APPENDIX IX_MASTER_LOG eM: STATUS OF MOC CHANGE REQUEST 4 Noo Active CHANGES Wo of Overdue CHANGES Now Orwarter Es H No of CHANGES under Review | Total no of CHANGE REQUESTS initiated Note: ved Changer ate either active, *e Wy Total rejected, "YTD Hom pez0sretoL48Od3y AXVWINS SOW 40 S1dWVS X XIGNAddV 6002 4040190 ‘0 ‘AeU @YNGIDOUd (DOW) JONVHD JO LNSWAOVNVIN 400 90d Tv MM NOISIAIG LNSWdOTAASG 8S9dPCSB DEVELOPMENT DIVISION WWALL D 05 001 MANAGEMENT OF CHANGE (MOC) PROCEDURE. 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Who fills out the MOC Form? The form is filled out by the MOC Initiator and MOC Coordinator. 2. If Ihave more questions on the MOC, where do | get the Information? You can get more information by calling up the MOC Coordinator, MOC. Administrator (DPP) or MOC Procedure Custodian (DSE) 3. Where do I file this MOC? Your Departmental /Project MOC Coordinator will keep a copy of the MOC and MOC Log. ‘4. Who is responsible for the sharing of lessons learned? ‘The MOC Coordinator 5. Whoare the MOC Coordinators in DD? An executive in each of the Project TeamiLine Department. Please consult your supervisor/ Project Manager. 6. Can I modify the MOC Form? This is the Official DD MOC Form. If you have suggestions for improvement to the form, please send them to the MOC Administrator or the MOC Procedure Custodian. PETRONAS CARIGALI SDN BHD APPENDIX Xil Page 1