We're currently looking into our MoC procedures so I share your pain! Here in the UK we will be adopting an electronic MoC system that incorporates the various stages of MoC (including those you describe). We've conducted workshops etc. to identify the reasons for lack of implementation and to aim to develop a robust systematic system. Some key factors we've identified: - Make it absolutely clear when a MoC is required and when one isn't (i.e. what constitutes a significant change, I'd hazard a guess this is the foundation of the UAE legal requirement?) - For the various types of changes identify the key stakeholders (including subject matter experts, if you have these) - Keep the process simple and straight forward (more complex changes can just have more detail fleshed out within the system than simpler changes) - Identify key points of accountability - those who have the authority to say "No" to a requested MoC - Gain buy in from everyone that a lack of MoC is unacceptable - measure the compliance with your procedure and report this to senior staff In essence, the stages to MoC are simple: - Identify that an MoC is required for the proposed change - Identify all risks and mitigating controls - by consulting with all required stakeholders (incl. SME's) - Develop action plan to impelement identified controls - Gain sign off by an accountable persons to proceed with the change - Track action plan to closure

Management of Change is simpler to implement in "process industries" , but can be confusing when the changes do not manifest into a physical change outcome such as a piping modification. What industry is your client?