Management of Change Draft Standard DRAFT

Management of Change (MoC)
Standard
Rev. No. Prepared By Reviewed Approved Date Description/Change effected

1 Zumbi Musiba Gwennael Guillen Daniel Racine
Document uncontrolled when printed.

Management of Change
Standard
TABLE OF CONTENT
1 PURPOSE..............................................................................................................................3
2 SCOPE..................................................................................................................................3
3 ROLES AND RESPONSIBILITIES..............................................................................................4
4 IDENTIFY CHANGE................................................................................................................6
4.1 Identify the Process for the Change (Step 2)..................................................................................9
4.2 Undertake Preliminary Risk Assessment......................................................................................10
4.3 Complete Step 1 of the Management of Change Form................................................................10
4.4 Register the Change.....................................................................................................................11
4.5 Identify Stakeholders for the Change/Functional area review.....................................................11
4.5.1 Secondary questions for functional area representatives....................................................................11
4.5.2 Formal risk assessment........................................................................................................................11
4.5.3 Minor change......................................................................................................................................11
4.5.4 Major change......................................................................................................................................11
4.6 Design the change........................................................................................................................11
5 CHANGE MANAGEMENT PROCEDURE AT AN OPERATIONAL AND WORKPLACE LEVEL........13
6 APPENDICES.......................................................................................................................14
6.1 Types of changes..........................................................................................................................14
6.1.1 Physical change...................................................................................................................................14
6.1.2 Operational change.............................................................................................................................15
6.1.3 Organizational Change........................................................................................................................16
6.1.4 Administrative Change........................................................................................................................16
6.1.5 Temporary Change..............................................................................................................................17
6.1.6 Emergency Change..............................................................................................................................18
6.1.7 Capital Projects....................................................................................................................................18
6.2 Management of change form.......................................................................................................19

Document Owner: Authorised By:
Doc. ID: Rev No: 1 Date Issued: Date Printed: 22/01/2024 Page 2 of 37
Standard
1 PURPOSE
The purpose of this standard is to provide a common framework for the systematic and structured
management of changes at all Allied exploration, project, and operational sites with the intent of adequately
managing risks associated with physical, operational, administrative, organizational and emergency change.
The identification of risks introduced by change shall be achieved by:
 Ensuring that changes which may impact safety, health, environment, community relations, business
processes, productivity, operating efficiency, security and costs, etc. are identified, assessed, managed,
and communicated to all personnel affected by the change.
 Ensuring the opportunities and potential risk reduction from the change are identified and are a best
fit for the business.
 Using risk assessments as an integral part of Management of Change to ensure all new or modified
projects, processes, materials, and equipment are evaluated and controlled for associated hazards and
risks before being implemented.
 Ensuring all relevant stakeholders/technical specialists of a change are identified and involved in the
process of identifying potential risks, impacts and the controls for prevention and mitigation.
 Ensuring all changes are formally documented, reviewed, and authorized prior to their execution.
 Ensuring all implemented changes with significant risk are monitored so that the changes and any
related activities reflect predicted outcomes, and the process is documented.
 Providing information on the process for training and awareness of personnel at various levels in the
organization.
2 SCOPE
The process described in this standard is in-line with the requirements of all Allied policies and procedures.
The standard applies to all changes categorised as Physical, Operational, Organisational, Administrative,
Temporary or Emergency Change (examples of each category are provided in the Appendices). Conformance
with this standard is a mandatory requirement.
This standard applies to all facilities managed by Allied, including those managed by contractors on Allied
exploration, project, and operational sites, to ensure that safety and health, environmental, security,
community relations, security and business considerations are incorporated into all relevant changes
implemented on sites. All potential changes, even when rejected or cancelled, must consist of the first page of
the Management of Change Form (see appendices) that includes the relevant Managers signature.
Cognisant of other risk management processes some changes shall be excluded from complying to the
standard.
The processes excluded from this Standard are defined below:
 Any new guidelines or changes to Allied guidelines, standards, procedures, JHA, formal risk
assessment (not excluding where this process is required as part of the Management of Change
process -see appendix 1.4 administrative change).

Standard
 Daily drill and blast planning

 Mine Operations planning (daily planning and minor Life of Mine planning changes, which have an
existing Management of Change process, and that do not have impact on other site processes and
other functional areas)
3 ROLES AND RESPONSIBILITIES

POSITION FUNCTION/ TASK
RESPONSIBLE
 Initiate change proposal.

 Assign leader for individual change.
 Ensure that Management of Change processes are followed, and all actions,
approvals and associated forms and documents are completed for their projects.
 Ensure hazards identified are analysed and risk ranked and that all signoffs have
been obtained before proceeding with the project.
 Ensure all Stakeholders/Technical Specialists in the proposed change are
Originator/Project identified and involved in the process.
Owner  Make updates to the register and fill the draft and completed Management of
Change Form and any supporting documents as required by this standard.
 When required, make entries, and manage risks associated with the change into
the site Risk Register and actions required for controls into the site corrective
action management system.
 Schedule a close out inspection or verification of any change following the
implementation and completion.
 Have accountability for the area in which the change is to occur.

 Fully understand “when” a Management of Change is to be raised.
 Take primary responsibility for managing changes on a day-to-day basis.
 Ensure that the opportunities for the proposed change are identified and are
best fit for the business.
 Ensure that a risk assessment is conducted and that appropriate actions are
developed and implemented to manage the change.
Head of Department  Review and accept the risk assessment, actions, and Management of Change.
 Review and confirm that the Stakeholders/Technical Specialists nominated for
the change management process have the required level of expertise and
experience.
 Review and confirm that the change has been implemented by completing the
Change Acceptance Check.
 Ensure that the Management of Change process is followed.

Standard

RESPONSIBLE
In addition to the responsibilities outlined under Head of Department, the Process
Manager has accountability for:
 Determining whether the scope of the proposed change requires the
Process Manager implementation of the Management of Change process outlined in this
Procedure or the use of internal process plant planning and control of work
procedures.
In addition to the responsibilities outlined under Head of Department, the Mining
Manager has accountability for:
 Determining whether the scope of the proposed change requires the
Mining Manager implementation of the Management of Change process outlined in this
Procedure rather than the use of existing Mine Operational Planning processes.
In addition to the responsibilities outlined under Head of Department, the Health

and Safety Manager or Superintendent shall:
 Ensure that the Management of Change process is applied by each Department.
 Provide guidance or facilitation and ensure adequacy of the HSE risk assessments
Health Safety and control measures.
Manager  Make available, as requested, a competent H&S team member to assist in the
process.
 Track progress of changes within the centralised Management of Change
Register, and provide regular (i.e., weekly/monthly, or quarterly) progress/status
reports to management.
In addition to the responsibilities outlined under Head of Department, the

Environmental Manager shall:
 Provide guidance or facilitation and ensure adequacy of the environmental
assessments and control measures.
Environmental
Manager  Make available, as requested, a competent Environmental Technical Specialist to
assist in the process.
In addition to the responsibilities outlined under Head of Department, the

Community Manager shall:
Social Performance  Provide guidance or facilitation and ensure adequacy of community impact
Manager assessments and control measures.
 Make available, as requested, a competent Community Technical Specialist to
assist in the process.
Technical Specialists are individuals included for reasons of their technical
Technical Specialists knowledge and expertise based upon the change being implemented. Technical
Specialists may be Engineers, Project Managers, Supervisors, Superintendents,
Standard

RESPONSIBLE
Designers, Environmental personnel, etc. with the required level of expertise and
experience, as approved by the Head of Department. The technical specialist is
responsible for:
 Contributing to and participating in the risk assessment process.
 Reviewing and accepting any checklists or authorisation forms associated with
the change.
 Contributing to the final review after the change has been implemented.
The Supply/Procurement Manager shall ensure that:
 New vendors provide, as part of the tendering/purchasing process, all specific
information for their equipment prior to use on the site. Specific information
Supply/Procurement will include operating manuals, SOPs, work instructions, risk assessments,
operating parameters, MSDS, etc.
The training department shall ensure that Management of Change training is

Training department included in relevant employee competency matrices (Supervisors and above).
 Utilize the Management of Change processes to identify hazards and control

risks associated with change.
Employees  Participate in Management of Change processes as required.
Any non-compliance or breach of this Procedure shall be reported to the appropriate area manager (HOD) and
disciplinary actions may result from that breach.
4 MANAGEMENT OF CHANGE PROCESS
A. Identify the Process for the Change
To determine whether the proposed activity meets the definition of a change that triggers the change
management process, the originator shall use the guidance detailed below:
 Where an item is not ‘like for like’ replacement, addition, deletion, rearrangement, purchase, or
modification to equipment, facilities, or commodities (e.g., not the same make, model, size,
metallurgy, design, etc. of the original).
Standard
 Changes to the operation that may affect emissions to air, land, or water.
 Changes to operating or permit parameters beyond established process or regulatory limits.
 Change in operating status or production rates.
 Change from exploration to project and from project to operations.
 Mothballing, decommissioning, abandonment, closure, or demolition.
 Bypass or disabling of components or systems which would normally be in operation.
 Any physical change or change in the method of operation.
 Any new or changes to non-routine work, practices, or procedures.
 Any change to an administrative or support system such as a management, business,
organisation, or information system.
It is common for uncertainty regarding as to what constitutes a change and what is not a change.
Examples within the categories of change (Physical, Operational, Organisational, Administrative, Temporary or
Emergency Change) are provided in the Appendix 1.
If a change does not meet the definition of a change requiring the MOC process, then the existing approved
processes (e.g., Chemalert for the introduction of hazardous materials, IT change request, etc.) that engages all
stakeholders impacted is utilised to execute the change.
If there is any doubt that this process will adequately engage all stakeholders impacted by the change, then
the Management of Change process is to be undertaken.
If the change does meet the definition of a change requiring an MOC then the requirements of the MOC
process are undertaken. Note that if the change impacts other site processes and/or other Department
personnel or stakeholders and/or requires other Department’s input to manage the change, other than
technical input, then the requirements of this Procedure standard must be adhered to.
B. Undertake Preliminary Risk Assessment
The Change Originator must undertake a preliminary risk assessment to determine whether the Minor or
Major Management of Change process is to be undertaken. The Preliminary Risk Assessment must be
completed and attached to the Management of Change Form. The methodologies for assessing the risks for
the change should be in accordance with Allied risk assessment Standard.
This process will assess the current risk level of the change against each consequence type:
 Health and Safety
 Financial
 Environment
 Community Relations
 Operational/Project impacts

Standard
 Security
 Legal Compliance.
Current risk is the risk associated with an unwanted event after consideration of the existing controls. It is
important to note that the financial consequence is the potential cost of an unwanted event because of the
change and not the cost of implementing the change.
On completion of the preliminary risk assessment the highest risk level determined within the consequence
types will indicate the Management of Change process required, as follows (Allied Risks Matrix):
 Low or medium Risk = Minor Change – Complete part 1 of the MOC form ready for preliminary
supervisory approval.
 High/Very high Risk = Major Change – fill out Management of Change Form and follow the process
outlined in this standard. Complete part 1 and 2
The preliminary risk assessment will assist in determining the stakeholders that need to be involved in the
process which includes a formal risk assessment for major changes and their implementation plan.
Note that a formal risk assessment is not required for Minor Management of Change, unless otherwise
required by the site General Manager/Manager/Superintendent/Supervisor or the risk may lead to a
potential consequences level 4 and 5 (in which case a department level formal risk assessment is required).
C. Complete part 1 of the Management of Change Form
The Change Originator is required to complete part 1 of the Management of Change Form up to and including
sign-off for the Preliminary Supervisory Approval determines the following options on the Form:
 Reject request for change – advise the originator.
 Return to Originator for corrections (Incorrect risk level allocation of proposed change, more
information required etc)
 Not a change (i.e., ‘like for like’) – continue with current practices, processes or procedures, file
form and update Register. The process for a non MOC change ends here but follows internal risk
management process including those detailed in section 5 of this standard.
 Approved for Management of Change, Functional Area review and Formal Risk Assessment– Go
through all the steps of the MOC form, obtain relevant approval, file form and update Register.
D. Register the Change
The Change Originator is to register the change with the Allied document controller. The Allied document
controller shall allocate the change the next sequential number (e.g., 0001, etc.) and enter the number on the
Management of Change Form.
E. Identify Stakeholders for the Change/Functional area review.

Standard
In the “functional area review” section of the Management of Change Form the Originator must identify and
liaise with the stakeholders/technical specialists that are required to have input into the change (these may
have been identified during step 1 in the “functional areas potentially affected section”). The identified
stakeholders shall participate/nominate a representative to participate in the formal risk assessment.
4.E.1 Secondary questions for functional area representatives
The secondary questions for the “functional area representatives” section is to be answered by the most
experienced and qualified individual in the relevant department. It is the head of department’s role to identify
who these individuals are. (See secondary questions section within the MOC form in the appendices)
4.E.2 Formal risk assessment

The Allied Risk Assessment Template must be used in undertaking the formal risk assessment for Major
changes. The completed formal risk assessment must be attached to the Management of Change Form.
4.E.3 Minor change

A Minor Change is any “not like for like” change that has been risk assessed as “Low” or “Moderate/Medium”.
Note: a formal risk assessment is not required for Minor changes, unless otherwise required by a
Manager/Superintendent/Supervisor.
A minor change that has a moderate/medium rating on the risk matrix but has the potential to result in
consequences level 4 and 5 shall require a departmental formal risk assessment to identify contributing
factors and put in place relevant controls.
4.E.4 Major change
A Major Change is any “not like for like” change that has been risk assessed by the stakeholders/technical
specialists as “High” or “Very high” in the preliminary risk assessment.
 Once the initial risk assessment has been carried out, complete the “Management of Change
Form”.
 If the change results in any risks or hazards that have a ‘High’ or ‘Very high’ rating, then appropriate
controls must be identified using the hierarchy of control. Controls are to be implemented once
the change is approved and the actions managed by reporting using Risk Reporting Systems.
 Attach a copy of the finalised risk assessment to the Management of Change Form, including the
names of the stakeholder participants.
F. Design the change.
Actions to mitigate risks identified during the preliminary or formal risk assessment are to be included within
the Management of Change Form. The following information should be included in the form or attached if
there is insufficient space:
 Future controls/recommended actions

Standard
 Whether the action is required pre- or post-implementation.

 Person responsible for the action.
 Due date for the action.
Financial and operational sections are to be completed as required within each Form.
In addition, there is a need to identify and record the details of the change and ensure the impacts are
reflected in training plans, mine plans, operating instructions, stakeholder communications, maintenance
schedules, supply listings, “as built” drawings and specifications, etc. These types of actions must be also
included in the pre- and post-implementation action plan.

Standard
5 CHANGE MANAGEMENT PROCEDURE AT AN OPERATIONAL AND

WORKPLACE LEVEL
This refers to changes that workplace personnel or supervisors may want to affect to current workplace
methods or procedures or part of procedures. This need not comply with a full MOC but still requires a process
to manage risks that may be introduced with the alteration.
Identify the need to change any workplace process, procedure,

method, layout, structure.
Risk assess the effect of change and determine whether it’s a

minor or major change.
Get preliminary Supervisory Approval that change is necessary

and record on the Change Management Form
Minor change Major change OR Minor Change

with potential consequences level 4
and 5
Obtain final
supervisory approval
(Part 1 only)
Conduct formal risk assessment (inter-
departmental (Part 1 + 2)
Obtain final
supervisory approval
Communicate changes and ensure all understand what is affected, why the change is
made and if there are any hazard and risk issues associated with the change .
Implement Change
Monitor Change
All change documents and risk assessments recorded and filed.

Standard
APPENDICES
A. Types of changes
1.1Physical change
An addition, deletion, modification or rearrangement to any existing equipment, component, facility, system,
or installation of new equipment, components, facilities, or systems.
EXAMPLES OF A PHYSICAL CHANGE EXAMPLES THAT WOULD NOT BE A PHYSICAL CHANGE (1)
 The installation of a new model electrical  Replacement of a defective relay with the same type
relay of relay
 Modification to a pump impeller  Replacement like for like (2) of a pump impeller
 Varying a pump speed by control of a variable speed

 Change to a pump speed by pulley changes drive, within an approved and/or certified specified
range
 Modifications to existing piping and valves  Replacement like for like of valves or piping without
or demolition of existing piping altering the design
 Changing to a different manufacture or  Replacement of worn or damaged equipment with a

model of mine truck newer machine of the same specification
 Implementing a completely new site access  Routine maintenance to the existing site access
security system security system
 Modifying the design or layout of mine  Routine grading, re-sheeting, or maintenance of mine
roads roads
 Design, construction and start-up of a new  Start-up of standby equipment or repaired equipment
process plant/unit, or mothballed plant following replacement of routine components
(1) Regulatory/Statutory Requirements - Some of the examples may not be correct for facilities with restrictive permits and/or approvals. – any physical
change that requires regulatory permitting and/or reviews, requires the Change to go through the Management of Change process.
(2) “Replacement like for like” In order to be considered "Replacement like for like", the equipment or component must be the same make, model, size,
metallurgy, design etc.
Note: Under some License/Permit conditions, this may require notification to Authorities before proceeding and possible written approvals from the
associated government agencies.

Standard
1.2 Operational change
Any change to process unit operating conditions or protective devices for which approved procedures do not
exist, or revisions or additions to existing standards, operating procedures, specifications, operating limits etc.
that would affect the operation.
EXAMPLES OF AN OPERATIONAL EXAMPLES THAT WOULD NOT BE AN OPERATIONAL CHANGE
(1)
CHANGE
 An increase or decrease in process
 Adjusting temperature on a piece of equipment, vessel, or
temperature outside of the approved
process stream for which operating procedures have been
operating envelope of a process unit -
developed and approved (e.g., adjusting Burner
for which approved procedures do not
temperature within the approved operating range)
exist (design specifications)
 An increase in process pressure outside

 Adjusting process pressure on a piece of equipment, vessel,
of the approved operating envelope of
or process for which operating procedures have been
a process unit - for which approved
developed and approved (e.g., adjusting relief pressure
procedures do not exist (design
within the approved operating range)
specifications)
 An increase in process feed rates  Adjusting feed rate on a piece of equipment, vessel, or
outside of the approved operating process for which operating procedures have been
envelope of a process unit - for which developed and approved (e.g., adjusting Plant feed rates
approved procedures do not exist within the approved operating range to match Extraction
(design specifications) rates)
 Replacement like for like with chemicals of an alternative

 Changing to a new type of process
manufacture which have, identical constituents and similar
chemical
MSDS and handling procedures in place
 Key fundamental changes to

Decommissioning and Closure Plans  Minor adjustments to Decommissioning and Closure Plans
(i.e., closure criteria)
 Changes to Life of Mine Plans that

impact processes and other functional
areas (i.e., mining
 Minor adjustments to Life of Mine Plans that have no
strategy/equipment, reserves, grade,
impact on processes and other functional areas.
processing inputs and outputs,
Decommissioning and Closure Plans
and associated costs, etc.)
(1) Regulatory/Statutory Requirements – any operational change that requires regulatory permitting and/or reviews, requires the Change to go
through the Management of Change process.

Standard
1.3 Organizational Change
Any change that alters the organizational structure or affects personnel.
EXAMPLES OF AN OPERATIONAL EXAMPLES THAT WOULD NOT BE AN OPERATIONAL CHANGE

(1)
CHANGE
 An increase or decrease of positions

within a team or Department (e.g.,
 Replacing an open budgeted position within a team or
staffing up for plant expansion,
Department
moving from exploration to project
or from project to operations)
 Changes to an established reporting
structure (e.g., creating a new area  Replacing an open budgeted Manager position
Manager position)
 Workplace or employee location
 Moving from one workstation within a Team area to
changes (e.g., relocating personnel
another workstation within the same team area and
from a site operating area office to a
building
centralised “main office”)
 Redesign of Departmental structure
(e.g., introducing a new
Maintenance and Plant Integrity
Team)
 Changes in hours of work  Changes in hours of work to an approved work schedule
(implementing a new shift schedule (e.g., moving from a compressed work schedule to a five
that currently does not exist) day per week schedule)
 Significant changes to a job
description (e.g., additional job
responsibilities are added to an
existing job description)
(1) Regulatory/Statutory Requirements – any organizational change that requires regulatory permitting and/or reviews, requires the Change to go
1.4 Administrative Change

Any change to an administrative or support system that has the potential to impact personnel, systems or an
operating process unit.

Standard
EXAMPLES OF AN ADMINISTRATIVE EXAMPLES THAT WOULD NOT BE AN ADMINISTRATIVE

CHANGE CHANGE (1)
 Approved Operating Procedures or
Manuals - significant changes or  Changes to documentation to reflect approved changes in
changes that may impact on other actual practice
Functional Areas
 Approved Maintenance Procedures

- significant changes or changes  Changes to documentation to reflect approved changes in
that may impact on other actual practice
Functional Areas
 Approved Standards - significant

changes or changes that may impact  Changes to documentation to reflect approved changes
on other Functional Areas
 Replacement of damaged equipment with items of similar

 Changes to Computer Hardware
performance and using same software
 Updates of virus protection that do not change authorised

 Changes to Computer Software
personnel access.
 Changes to an approved Payroll

 Adjustments to pay scales to reflect approved changes
practice
(1) Regulatory/Statutory Requirements – any administrative change that requires regulatory permitting and/or reviews, requires the Change to go
1.5 Temporary Change
A ‘Temporary Change’ is for a short, predetermined, finite period (e.g. as a guideline within 90 days), such as
the installation or repair that is implemented on a short term or trial basis. After the implementation one of
the following must occur:
 A new permanent change must be initiated for review using data from the Temporary Change as
justification.
 The system must be returned to its original condition; or
 The Temporary Change can be extended. An extension requires a full Management of Change
review, as described within this standard.
EXAMPLES OF A TEMPORARY CHANGE EXAMPLES THAT WOULD NOT BE A TEMPORARY CHANGE (1)
 Switching to a new shift schedule to  Moving from night shift to days in order to pursue career
cover deficiencies in staffing numbers development opportunities

Standard
EXAMPLES OF A TEMPORARY CHANGE EXAMPLES THAT WOULD NOT BE A TEMPORARY CHANGE (1)
 Adding additional staffing positions to

 Adding additional staffing positions to the organisation to
the organisation during peak
meet the needs of a plant expansion
construction period
 Installation of test facilities (i.e.,

 Installation of a permanent monitoring system
cyanide dosing test control system)
(1) Regulatory/Statutory Requirements – any temporary change that requires regulatory permitting and/or reviews, requires the Change to go through
the Management of Change process.
1.6 Emergency Change

An ‘Emergency Change’ occurs in an emergency where a change is required immediately to prevent or
mitigate a high/extreme risk to personnel, community, environment, production or equipment. An Emergency
Change still requires authorisation prior to execution.
EXAMPLES OF AN EMERGENCY CHANGE EXAMPLES THAT ARE NOT AN EMERGENCY CHANGE (1)
 Temporary bunding to address a loss

 Repair of containment bunding
of containment situation
 The temporary installation of a non-

 The replacement of the non-spec material valve
spec material valve to mitigate an
with the correct spec material valve
operational threat
 Deviation from an approved procedure in a non-

 Deviation from an approved procedure threatening situation (this would be an
in order to mitigate a serious situation Administrative Change but not an Emergency
Change)
The Management of Change process must be completed at the first opportunity after the emergency is
brought under control. It is important that the Management of Change process is completed to ensure risks,
controls, actions, and the lessons learnt for the change are documented.

Standard
“LIKE-FOR-LIKE” “NOT LIKE-FOR-LIKE”

If the change results in the listed If the change results in the listed
CHANGE TO parameters/qualities remaining the same, parameters/qualities changing, then the
there is no need to use the management of originator must follow the management of
change process (The list is not exhaustive) change process (The list is not exhaustive)
Vehicles  Same weight  Change in weight
 Same size  Change in size
 Same capacity  Change in capacity
 Same controls  Control changes
 Same size of tyres  Different tyre sizes
Digging Equipment  Same load factors  Change in load factors

 Same type of power network  Change of power network
 Same capacity  Change in capacity
 Same drive system  Changes to the drive system
Maintenance  Same structure  Change in structure

 Same function  Change in function
 Same method  Change in method
Mechanical and  Same specification  Change in specification

Equipment Spares
Electrical and  Same specification  Change in specification
Equipment Spares

Standard

Operational Change  Changes in the procedures
 Changes in the alarm limits
 Changes in the control device
limits
 Changes in the monitoring
procedures
 Test for the commencement of
operations
 Changes to critical equipment
 Changes to final or
intermediate product
qualities
 Changes in reagents or process
chemicals
 Change in the layout or
configuration of Allied owned
or controlled roads, site
buildings or building layout.
 Changes to interlocks to any
plant or equipment
 Changes to maintenance or
operating strategies which
impact critical equipment or
priority controls

Standard

Miscellaneous  Reinstallation of equipment
 Temporary facilities to support
operations.
 Changes in lighting
 Changes in the traffic direction
of access and haul roads
 Changes in fire protection
facilities
 Change in a statutory licence
condition.
 Change in legislation or
regulations which affects
operations.
 Changes to the frequency of
scheduled checks or
inspections of statutory
items, safety critical systems,
alarms, changes to structure,
that affects environment,
health, or safety
responsibilities
1.7 Capital Projects
All capital projects are required to follow the Application for Expenditure (AFE) process that includes a risk
review and stakeholder review (Safety, Environmental and Community, etc.) and formal sign-off. This AFE
process satisfies the Management of Change requirements.

Standard
2 Management of change form
PART 1 – REQUEST FOR CHANGE (RFC)

Title of Change:
MOC Number: Date: Click or tap to enter a date.
Name of Originator: Location:
Department: Activity:
Budgeted: YES NO AFE#:
Category of Change: Administrative Physical Operational Organizational
Type of change: Temporary Permanent Emergency Major Minor
Termination date if Temporary Change: Click or tap to enter a date.

Description of Change:
Benefits of Change:
Source of Change:
Business☐
Improvement
Internal ☐
Audit
☐
External Audit Other:
☐
Risk Assessment
Desired Change Implementation Date: Click or tap to enter a date.
List “Request for Change” Preliminary Reviewing Superintendent / Manager

Name:
Distribute to Superintendent / Manager for Preliminary Supervisory Review / Approval
Click here to go to Preliminary Supervisory Approval Section

Click here to go to Functional Areas Potentially Affected Review
Click here to go to Functional Area Review Links

Standard
Click here to go to Final Approval Section Links
FUNCTIONAL AREAS POTENTIALLY AFFECTED BACK TO COVER PAGE

Indicate functional areas that may be affected by the change.
Regardless of primary impact selections a review and response shall be required by the Health, Safety and
Environmental Area representatives on site.
Functional Group Yes No Not Sure
SAFETY ☐ ☐ ☐
HEALTH ☐ ☐ ☐
ENVIRONMENT ☐ ☐ ☐
EXTERNAL RELATIONS & SOCIAL PERFORMANCE ☐ ☐ ☐
SECURITY ☐ ☐ ☐
HUMAN RESOURCES ☐ ☐ ☐
MINING ☐ ☐ ☐
PROCESSING ☐ ☐ ☐
MOBILE MAINTENANCE ☐ ☐ ☐
FIXED PLANT MAINTENANCE ☐ ☐ ☐
PROCUREMENT ☐ ☐ ☐
INSURANCE ☐ ☐ ☐
FINANCE & ACCOUNTING ☐ ☐ ☐
EXPLORATION ☐ ☐ ☐
PRELIMINARY SUPERVISORY APPROVAL

Forward to More Applicable Supervisor? Name:
Reject Request for Change Return to Request for Change Originator
Approved for Management of Change Functional Area review and Risk Assessment
Designated MOC Team Leader: Title: Date:
Click or tap to enter a

date.
Conditions of Approval:

Standard
PART 2. Secondary questions for Functional Area Representatives:

SAFETY IMPACT QUESTIONS BACK TO COVER PAGE
Ser Will this change Yes No
01 Require development of an inspection routine? ☐ ☐
02 Affect Safety regulatory commitments? ☐ ☐
03 Require an increase in or the introduction of a dangerous or hazardous substance? ☐ ☐
04 Affect current training modules? ☐ ☐
05 Affect current induction module? ☐ ☐
06 Require an update or re-enforcement of contractor safety? ☐ ☐
07 Affect fire prevention and control management? ☐ ☐
08 Alteration or impairment to any fire detection or suppression system? ☐ ☐
09 Alteration or need for additional safety showers, refuge chambers, emergency alarms ☐ ☐
10 Affect energy isolation management? ☐ ☐
11 Affect electricity safety management? ☐ ☐
12 Affect work permit systems? ☐ ☐
13 Affect machine guarding management? ☐ ☐
14 Affect explosives storage or transportation management? ☐ ☐
15 Affect Road Safety Management? ☐ ☐
16 Affect Working at Heights Management? ☐ ☐
17 Affect boiler / pressure vessel / compressed gas systems management? ☐ ☐
18 Affect working alone management? ☐ ☐
19 Will affect a safety aspect not mentioned in the list? Please describe ☐ ☐
Functional Representative Name: Title:
Participate in Formal Risk Assessment If Yes: Person Assigned to Participate:

YES NO
Comments: Review Date:
CLICK HERE TO GO TO FUNCTIONAL AREA REVIEW LINKS

Standard
OCCUPATIONAL HEALTH IMPACT QUESTIONS

BACK TO COVER PAGE
02 Affect Health regulatory commitments? ☐ ☐
03 Require an increase in or the introduction of dangerous or hazardous substances? ☐ ☐
04 Affect health surveillance (Entry, periodic or exit medical examination considerations) ☐ ☐
04 Affect current emergency response / contingency plans? ☐ ☐
07 Affect industrial hygiene management? ☐ ☐
08 Affect chemical management? ☐ ☐
09 Affect cyanide management? ☐ ☐
10 Affect noise and vibration management? ☐ ☐
11 Affect dust management ☐ ☐

YES NO
Comments: Review Date: Click or tap to enter a date.

Standard
ENVIRONMENTAL IMPACT QUESTIONS BACK TO COVER PAGE

02 Affect Environment regulatory requirements ☐ ☐
03 Require an increase in or the introduction of dangerous or hazardous substances? ☐ ☐
04 Affect current emergency response / contingency plans? ☐ ☐
07 Require waste minimization to be considered and implanted where appropriate? ☐ ☐
08 Involve any potentially hazardous waste? ☐ ☐
09 Affect hydrocarbon management? ☐ ☐
10 Affect cyanide management? ☐ ☐
11 Affect waste rock management? ☐ ☐
12 Affect tailings management? ☐ ☐
13 Affect Process waste management? ☐ ☐
14 Affect closure planning and provisioning? ☐ ☐
15 Affect water management? ☐ ☐
16 Affect noise and vibration external to site management? ☐ ☐
17 Affect dust management? ☐ ☐
18 Affect chemical management? ☐ ☐
19 Affect air emissions management? ☐ ☐
20 Require new or amendments to existing permits, licenses or other regulatory approvals? ☐ ☐

YES NO

Standard
EXTERNAL RELATIONS AND SOCIAL PERFORMANCE BACK TO COVER PAGE

01 Influence future Social Impact Assessments? ☐ ☐
02 Affect Human Rights awareness? ☐ ☐
03 Affect local community investment? ☐ ☐
04 Affect local employment and business support? ☐ ☐
05 Affect management of culturally significant and religious sites? ☐ ☐
06 Affect external permitting and permissions? ☐ ☐
07 Affect Government relations? ☐ ☐
08 Concern the Community? ☐ ☐
09 Affect media relations? ☐ ☐
10 Create potential opportunity for activist critics? ☐ ☐
11 Affect investor relationships (non-media)? ☐ ☐
12 Impact negatively on the Community? ☐ ☐
Functional Representative Name: Title: Social Performance Manager
Diakite Mory
YES NO

Standard
SECURITY IMPACT QUESTIONS BACK TO COVER PAGE

01 Affect compliance to Security Standards? ☐ ☐
02 Increase risk related to Fuel Theft? ☐ ☐
03 Increase risk related to theft of explosives? ☐ ☐
04 Will it create opportunities for Illegal Mining? ☐ ☐
05 Will it create opportunities for Trespassing? ☐ ☐
06 Will it facilitate theft? ☐ ☐
07 Will it create opportunities for Fraud? ☐ ☐
08 Require changes to any existing security process? ☐ ☐
09 Require changes to any existing security procedure? ☐ ☐
10 Require changes to any existing security plan? ☐ ☐
11 Require additional security staff? ☐ ☐
12 Require additional security equipment? ☐ ☐
13 Require changes to perimeter fencing? ☐ ☐
14 Requires new fencing? ☐ ☐
15 Requires changes to or a new access gate? ☐ ☐
16 Requires additional CCTV monitoring equipment? ☐ ☐
17 Requires additional Access Control equipment? ☐ ☐
18 Requires additional Intrusion Alarm equipment? ☐ ☐
19 Requires additional lighting? ☐ ☐
Functional Representative Name: Title: Security Manager

YES NO

Standard
HUMAN RESOURCES IMPACT QUESTIONS BACK TO COVER PAGE

01 Result in any increase / decrease in labor costs? ☐ ☐
02 Require the appointment of additional people? ☐ ☐
03 Result in any potential employment law / legislative implications? ☐ ☐
04 Result in a change in the roles and/or responsibilities for current employees? ☐ ☐
05 Require any change in employment conditions? ☐ ☐
06 Concern employees? ☐ ☐
07 Require consultation with the Unions? ☐ ☐
08 Have any impact on employee relations? ☐ ☐
09 Affect any change in reporting structures? ☐ ☐
10 Affect any training requirements? ☐ ☐
11 New HR systems and processes? ☐ ☐
Participate in Formal Risk Assessment If Yes: Person Assigned to Participate

YES NO
Nothing currently identified.

Standard

Standard
MINING OPERATIONS IMPACT QUESTIONS BACK TO COVER PAGE

01 Affect shovel availability, productivity and / or performance? ☐ ☐
02 Affect truck availability, productivity and/or performance? ☐ ☐
03 Affect drill availability, productivity and/or performance? ☐ ☐
04 Affect personnel availability and/or productivity? ☐ ☐
05 Affect equipment / vehicle interaction? ☐ ☐
06 Affect part or equipment longevity? ☐ ☐
07 Cause an increase in consumable use and / or costs? ☐ ☐
08 Affect overall daily production in terms of tons, mine grade and / or development? ☐ ☐
09 Affect or require update of any measurement or tracking systems? ☐ ☐
10 Affect cycle time and / or cycle time management? ☐ ☐
11 Affect shifts and / or shift management? ☐ ☐
12 Affect use of major equipment? ☐ ☐
13 Affect drill and blast? ☐ ☐
14 Affect pit wall control and / or pit wall control management? ☐ ☐
15 Affect void control and / or void control management? ☐ ☐
16 Affect short, mid and / or long-term planning? ☐ ☐
Functional Representative Name: Title: Mining Manager

YES NO

Standard
MOBILE MAINTENANCE IMPACT QUESTIONS BACK TO COVER

PAGE
01 Affect any engineering specifications? ☐ ☐
02 Affect current strategic maintenance plans? ☐ ☐
03 Affect processes in place to monitor the maintenance plan and associated KPI’s? ☐ ☐
04 Affect recording or tracking of total direct and indirect cost of maintenance? ☐ ☐
05 Affect scheduling / implementation / recording / tracking of maintenance activities? ☐ ☐
06 Affect equipment performance or reliability? ☐ ☐
07 Affect formal periodic equipment inspection system currently in place? ☐ ☐
08 Affect routine lubrication program in place? ☐ ☐
09 Require the establishment of alert and danger limits for equipment operating
☐ ☐
parameters?
10 Affect equipment specifications or service manuals? ☐ ☐
11 Affect parts and resource needs? ☐ ☐
12 Affect code requirements and standards? ☐ ☐
13 Affect agreements with the parts or equipment supplier or dealer? ☐ ☐
14 Require spare parts to be regularly maintained? ☐ ☐
15 Require a rebuilding program to be scheduled? ☐ ☐
16 Require additional supervision when carrying out tasks associated with the change? ☐ ☐
17 Affect current documented job analyses or similar administrative procedure? ☐ ☐
18 Require the organization of training of personnel who will be carrying out associated
☐ ☐
tasks?
19 Require any training to be conducted, recorded and tracked? ☐ ☐
20 Affect current audit systems to monitor safety, quality, productivity or reliability? ☐ ☐
21 Affect the Computerized Maintenance Management system? ☐ ☐
22 Require the maintenance plan to be updated? ☐ ☐
23 Require isolation permit requirements or any other workplace interruptions? ☐ ☐
24 Affect or require updates to any drawings and / or plans or other controlled documents? ☐ ☐
25 Affect contracted personnel currently employed? ☐ ☐
YES NO

Standard
FIXED PLANT MAINTENANCE IMPACT QUESTIONS BACK TO COVER PAGE

01 Affect any engineering specifications? ☐ ☐
02 Affect other maintenance objectives? ☐ ☐
03 Affect current strategic maintenance plan including KPI’s? ☐ ☐
04 Affect individual responsibilities within the maintenance plan? ☐ ☐
05 Affect processes in place to monitor the maintenance plan and associated KPI’s. ☐ ☐
06 Affect recording and tracking of total direct or indirect cost of maintenance? ☐ ☐
07 Affect scheduling / implementation / recording / tracking of maintenance activities? ☐ ☐
08 Affect equipment performance or reliability? ☐ ☐
09 Affect formal periodic equipment inspection system currently in place? ☐ ☐
10 Affect routine lubrication program currently in place? ☐ ☐
11 Require the establishment of alert and danger limits for equipment operating parameters
☐ ☐
(e.g. bearing vibration alerts)?
12 Affect equipment specifications or service manuals? ☐ ☐
13 Affect parts and resource needs? ☐ ☐
14 Affect code requirements and standards? ☐ ☐
15 Affect agreements with the parts or equipment supplier or dealer? ☐ ☐
16 Require spare parts to be regularly maintained? ☐ ☐
17 Require additional supervision when carrying out tasks associated with change? ☐ ☐
18 Affect current documented job analysis or similar administrative procedure? ☐ ☐
19 Require training of personnel who will be carrying out associated tasks? ☐ ☐
20 Affect the Computerized Maintenance Management System? ☐ ☐
21 Require any training conducted to be recorded and tracked? ☐ ☐
22 Affect contracted personnel currently employed? ☐ ☐
23 Affect current audit systems to monitor safety, quality, productivity or reliability? ☐ ☐
24 Require maintenance plan to be updated? ☐ ☐
25 Require isolation permit requirements or other workplace interruptions? ☐ ☐
26 Affect or require updates to any drawings and / or plans or other documents? ☐ ☐
YES NO

Standard

MINERAL PROCESSING IMPACT QUESTIONS BACK TO COVER PAGE

01 Include consideration of optimization of cost and availability of spare parts? ☐ ☐
02 Influence metallurgical tracking, balancing and / or accounting including
☐ ☐
reconciliation?
03 Affect processing KPI’s ☐ ☐
04 Decrease the maintainability of exiting plant, equipment and / or infrastructure? ☐ ☐
05 Decrease the operability of existing plant, equipment and / or infrastructure? ☐ ☐
06 Influence and / or need to be considered in production planning? ☐ ☐
07 Include a post commissioning review planned after implementation? ☐ ☐
08 Require setting of associated operational boundaries and / or limits and can these be
☐ ☐
easily adhered to?
09 Affect tailings storage facility management? ☐ ☐
10 Affect cyanide management, including transport, storage and / or use? ☐ ☐
11 Affect the availability of overhead crane and / or other specialty equipment? ☐ ☐
12 Affect mill circuit power and / or throughput? ☐ ☐
13 Affect mill circuit configuration including optimization of mine to mill processes? ☐ ☐
14 Affect mineralogy control including grinds, recovery and feed relationships? ☐ ☐
15 Affect process control including equipment / plant failure minimizations? ☐ ☐
16 Affect isolation permit requirements or any other workplace interruptions? ☐ ☐
Functional Representative Name: Title: Process Manager

YES NO

Standard
PROCUREMENT IMPACT QUESTIONS BACK TO COVER PAGE

01 Require a removal of an item in current stock requirements? ☐ ☐
02 Affect current catalog of MSDS sheets? ☐ ☐
03 Affect any current contractual agreements? ☐ ☐
04 Require requisitions for this change to occur? ☐ ☐
05 Require major equipment purchases? ☐ ☐
06 Has a cost analysis been completed? ☐ ☐
07 Require any new stock to be included in the store inventory? ☐ ☐
Functional Representative Name Title: Supply Superintendent

YES NO

Standard
INSURANCE IMPACT QUESTIONS BACK TO COVER PAGE

01 Require a reporting change to insurer? ☐ ☐
02 Affect property insurance coverage? ☐ ☐
03 Affect policy limits / sub limits? ☐ ☐
04 Affect deductibles / retentions? ☐ ☐
05 Affect insurance premiums? ☐ ☐
06 Affect regional insurance costs? ☐ ☐
07 Affect global insurance costs? ☐ ☐
08 Require notification to Insurer? ☐ ☐
09 Require follow up with Corporate? ☐ ☐
10 Affect fire protection equipment / overall system? ☐ ☐
11 Affect site liability? ☐ ☐
12 Affect any global insurance policy (crime, liability, marine cargo, etc)? ☐ ☐
Functional Representative Name Title:

YES NO

Standard
FINANCE AND ACCOUNTING IMPACT QUESTIONS BACK TO COVER PAGE

01 Affect any general ledger accounts? ☐ ☒
02 Affect IT financial systems? ☐ ☒
03 Is driven by an external financial regulation? ☐ ☒
04 Affects compliance to SOX requirements? ☐ ☒
05 Affects internal controls over financial reporting? ☒ ☐
06 Affects finance business process standards? ☒ ☐
07 Affects budgets, forecasts or life of mine plan? ☒ ☐
08 Requires additional financial / accounting resources or relocation of existing financial /
☐ ☒
accounting resources?
09 Affect financial KPI’s such as cash cost, profit before tax, etc.? ☒ ☐
10 Affect key external / internal financial reporting dates and milestones? ☐ ☒
11 May lead to risk of fraud or error in financial statements, amounts and assumptions? ☐ ☒
12 Requires additional / new training on financial / accounting concepts? ☐ ☒
13 Driven by a recent financial audit (internal / external)? ☐ ☒
14 Affects finance and accounting roles and responsibilities, job descriptions etc.? ☐ ☒
15 May lead to changes in chart of account mapping? ☐ ☒
Functional Representative Name Title: Commercial Manager

YES NO
Main management focus required for both Bonikro and Agbaou:

 Financial internal and external reporting.
 Business processes and standards.
 Impact on royalties, taxes, etc. ;
 KPIs, costs, back charges, etc.

Standard
EXPLORATION IMPACT QUESTIONS BACK TO COVER PAGE

01 Affect vehicle availability, productivity and / or performance? ☐ ☐
02 Affect drill availability, productivity and / or performance? ☐ ☐
03 Affect personnel availability and / or productivity? ☐ ☐
04 Affect equipment / vehicle interaction? ☐ ☐
05 Affect part or equipment longevity? ☐ ☐
06 Cause an increase in consumable use and / or costs? ☐ ☐
07 Affect current emergency response and / or contingency planning? ☐ ☐
08 Affect drill pad construction or design? ☐ ☐
09 Affect use of major equipment? ☐ ☐
10 Affect core logging activities? ☐ ☐
11 Affect mapping abilities? ☐ ☐
12 Affect or require updates to any drawings and / or plans or other controlled documents? ☐ ☐
13 Require added training of affected personnel? ☐ ☐
14 Require isolation permit requirements or any other workplace interruptions? ☐ ☐
15 Affect contract personnel currently employed? ☐ ☐

YES NO
STEP 3 – RISK ASSESSMENT AND AGREED ACTION ITEMS BACK TO COVER PAGE
If a formal risk assessment is required, the Allied Formal Risk assessment template shall be used for this
purpose and the agreed action items resulting from the exercise shall be attached to this document for
reference purposes.
STEP 4 – FINAL APPROVAL TO IMPLEMENT CHANGE BACK TO COVER PAGE

Standard
Title of Change:
MoC Number: Date: Click or tap to enter a date.
AFE#: Budgeted: YES NO
Location: Department: Mining
Type of change: Temporary Permanent

Emergency Confidential
Termination date if Temporary Change:

Click or tap to enter a date.
Functional Area Reviews Completed YES NO
Formal Risk Assessment Completed YES NO
Communication Plan Completed YES NO
Project Execution Plan Completed YES NO
Level of Approval Required:
Department Manager Approval Required
General Manager Approval Required
Corporate Approval Required
Final Approvals for Change Implementation:
Reject Approve – Department Manager – Date: Click or tap to enter a date.

Signature:
Reject Approve – General Manager – Date: Click or tap to enter a date.

Signature:
Reject Approve – Corporate – Date: Click or tap to enter a date.

Signature:


Management of Change Draft Standard DRAFT

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Management of Change Draft Standard DRAFT

Uploaded by

Copyright:

Available Formats

Management of Change (MoC)

Rev. No. Prepared By Reviewed Approved Date Description/Change effected

Document uncontrolled when printed.

Document uncontrolled when printed.

The identification of risks introduced by change shall be achieved by:

Document uncontrolled when printed.

 Daily drill and blast planning

3 ROLES AND RESPONSIBILITIES

 Initiate change proposal.

 Have accountability for the area in which the change is to occur.

Document uncontrolled when printed.

POSITION FUNCTION/ TASK

In addition to the responsibilities outlined under Head of Department, the Health

In addition to the responsibilities outlined under Head of Department, the

In addition to the responsibilities outlined under Head of Department, the

POSITION FUNCTION/ TASK

The training department shall ensure that Management of Change training is

 Utilize the Management of Change processes to identify hazards and control

Employees  Participate in Management of Change processes as required.

4 MANAGEMENT OF CHANGE PROCESS

A. Identify the Process for the Change

B. Undertake Preliminary Risk Assessment

Document uncontrolled when printed.

C. Complete part 1 of the Management of Change Form

D. Register the Change

E. Identify Stakeholders for the Change/Functional area review.

Document uncontrolled when printed.

4.E.2 Formal risk assessment

4.E.3 Minor change

4.E.4 Major change

F. Design the change.

 Future controls/recommended actions

 Whether the action is required pre- or post-implementation.

Document uncontrolled when printed.

5 CHANGE MANAGEMENT PROCEDURE AT AN OPERATIONAL AND

Identify the need to change any workplace process, procedure,

Risk assess the effect of change and determine whether it’s a

Get preliminary Supervisory Approval that change is necessary

Minor change Major change OR Minor Change

Document uncontrolled when printed.

 Varying a pump speed by control of a variable speed

 Changing to a different manufacture or  Replacement of worn or damaged equipment with a

metallurgy, design etc.

associated government agencies.

Document uncontrolled when printed.

1.2 Operational change

 An increase in process pressure outside

 Replacement like for like with chemicals of an alternative

 Key fundamental changes to

 Changes to Life of Mine Plans that

Document uncontrolled when printed.

1.3 Organizational Change

Any change that alters the organizational structure or affects personnel.

EXAMPLES OF AN OPERATIONAL EXAMPLES THAT WOULD NOT BE AN OPERATIONAL CHANGE

 An increase or decrease of positions

1.4 Administrative Change

Document uncontrolled when printed.

EXAMPLES OF AN ADMINISTRATIVE EXAMPLES THAT WOULD NOT BE AN ADMINISTRATIVE

 Approved Maintenance Procedures

 Approved Standards - significant

 Replacement of damaged equipment with items of similar

 Updates of virus protection that do not change authorised

 Changes to an approved Payroll