Professional Documents
Culture Documents
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GoMDrillingand Gompletions
GoMD&COperatingPlan/
LocalOMSManual
536s
Exhibit No.
Worldwide Court
Inc.
HC@0S{16518
TABLEOFCONTENTS
CONFIDENTIAL BP+|ZN-M8100193450
ftcc009016519
6 .1 .1 P re -T o uMer e ti ng..... ................... 37
6.1.2 Pre-Job Meeting ........97
6.1.3 CrewEngagement Meeting ........97
6.1.4 AfterActionReviewlessonLearnedMeeting(Rigsite)...............3g
6 .1 .5 D a i l yOp e ra ti o ns
M eeting
............ ................39
6.1.6 WellsTeamLeaderMeeting.... ....................3g
6.1.7 HSSESteering Committee Meeting ............39
6.1.8 HSSEPerformance Management Meeting ...................3g
6.1.9 WellSiteLeaderHSSEConference Cal|........... ...........39
6 .1 .1 0 H S S ES ta ffMe e tin9............. .......39
6.1.11 AfterAction ReviedlessonLearned Meeting(Town)...................39
6 .1 .1 2 L T Me e ti n g ................39
6 .1 .1 3 D & CP e o p l eF o rum .................... 39
6 .1 .1 4 L TA w a yD a y.......... ...................39
6 .1 .1 5 E L TMe e ti n g ............... ................40
6 .1 .1 6 We l lR e vi e w .............. ..................4 0
6 .1 .1 7 R i skR e vi e w .............. ..................40
6 .1 .1 8 C o stR e vi e wMe eting..... .............40
6.1.19 OMSSteering TeamMeetings ....................40
6.1.20 DE TeamLeaderMeeting .........40
6.1.21 CE TeamLeaderMeeting ..........40
6.1.22 Engineering/Operations Meeting .................40
6.1.23 No Drilling/Completion Surprises.. ...............41
6.1.24 Lessons Learned Sharing..... ......41
6.1.25 PartnerMeeting .........41
Appendices
AppendixA: GoM D&CEvidenceInventory:,,TheWayWe Work"...............42
AppendixB: GoM D&GOMSSustainingActivitiesand Accountabilities....Tl
Figures
Figure1: BP Commitment to HSSE ...................9
Figure2: GoMDeepwater Drilling
Engineering
Team..... ...................11
Figure3: GoMDeepwater CompletionEngineering
Team ................12
Figure 4 : R i gOp sT e a m ..................13
F i g u r e5 : R A C IC h a rt .....................14
Figure6: RACIChartfor GoMProjectServices... .............17
Figure7: Processfor OpportunigProgression........ ........27
Figure8: D&CMonthly CostForecast
andWIPTime|ine............. .....28
HCG009-016520
1 Introduction
' 1 . 'i
K x*{:*ti v* $ tl ;::*:*rY
OMS is a comprehensive operatingmanagement systemthat integratesand improvesexisting
management systems. lt piovideslne framework to achievesafe and reliableoperation.OMS
helps-manage everyelementof operating, frombasiccompliance to excellentin performance.In
the'longterir, effeitiveOMS implemenlation will position BP to take and maintainthe lead in
operatiig excellence while buiding a supporting culture that learns and derivescontinuous
improvement.
At the locallevel,the localOMS includesthe SPU and site processesand procedures through
which the businessis delivered,and meets Group and Segment requirements. This paper
describeshowthe centralized Gulf of Mexico (GoM) Drillingand Cornpletions (D&C) Organization
manageswell planning,executionactivig,and majorprojectssupport.ThisCentralTeamModel
was initiatedin April2008.
The remainderof sectionone, includesour vision and strategy,managementcommitment'
govemanceincludingkey rolesand responsibilities, and howwe will sustainOMSovertime,i.e-
ihe p"rformancelmfrovimentCycle. The GoM D&CVP is accountable for operational delivery
includingOMS conformance, and D&CLeadership Teammembersare instrumential in ensuring
succesi through understandingof the key aspects of OMS, ensuring conformanceto OMS
essentials,and drivingthe associated Performance lmprovement Cycle. Eachemployeehas the
to becomefamiliarwithOMScontentand howit drivesperformance.
responsibility
Sectiontwo addresseshow risk is managedwithinGoM D&C. OMS implementation leadsto
strandardizingrisk managementprocessesacross our organization, The intention of our risk
managemenl process is-to providea comprehensive set of instructions on the management of
risks. The plan coversthe completerisk life cyclefrom initialidentificationto close-out.We use
two mainpioceduresfor managingwork processes:Beyondlhe Bes! CommonProcess(BtBcp)'
and Majoi projectCommonprocess(MPcp). The GoM D&C Risk Management Planwill.bring
our processesinto alignmentwith OMS so that risk is managedeffectivelyand consistently' in
compliance withOMslequirements.All risksshallbe recordedin and managedby the BP RAT,
the Groupapprovedtoolfor riskmanagement.
SectionthreeaddressesGoM D&C planningand controlprocesses. Beyondthe Best Common
processdetailsmethodologyacrossthe E&Psegmentfor drillingand completionsplanning.Cost
planningandcontrolsinclude:
. FinancialMemorandum- usedto obtainauthorization for fundinga prcject.
. Long Term Plan - 1 year Life of Field (LoF), Headcount,CAPEIUOPEX,Cost Center
Budgeb(PxO),Frame,DeePDive.
. Rig Schedule- 1 year deliveryand 2 year readiness;refreshedon a monthlybasis-
OaC is accountablefor scheduling all drilling,completions operationsin
and intervention
alignmentwith GoM SPU priorities,
capital forecastsand resources.
o GroupFinancialOutlook(GFO)- ofiicialannualplanusedas the AnnualForecastat the
beginningof thefiscalYear
. D&C ttionthlyForecastProcess
fitle of Docum€nt: GoM D&C Operating Planl Local llocument Number: 2200-T2-DM-MA-0001
OMS Manual
AUtnomv: Kevin Lacv Revbion: o
CuciodianlGrnen MarkWebster lssue Date: 't1t11200s
R€tentionCode: ArqA00O0 Next Reviow Dato
lif aonlicahlal:
11t1t2010
Security
Classillcaion: ProiectConfidential Page: Page6 of 73
Waming: Check DW Doca fevisionlo err3ureyou anr using the corrrt revigion
CONFIDENTIAL BP-HZN-M8|00193453
HCG00901652
. Standardsand processes.- Relentlesslydrivestandardizationand Continuous lmprovement
intoour activities.
o Technology- Move leadingindustrytechnologiesinto the way we work at scale, with
measurable success.
Performance
. Supplier Relationships- Build distinctiverelationshipsbased on values, people and
performance.
This supportsthe overallGoM SPU visionof "being#1-in the GoM," meaning,becominga
promisesto
*inning'i""r which is confidentof the future, proud of today and deliversits
shareholders.
The linkeddocumentdetailsthe D&CGlobal,andGoMspecificsof our strategy:
D&CStrateqv
HCG009-016523
Everyonewithin GoM D_&Cis requiredto conformto tha BP Commitmentto lntegrity/Code
of
Conduct,and to the BP GroupCommitmentto HSSEperformance:
BF'scurnr]titfltenl
l* bp
health,safety,$ecurityand
environmentalpefforrilfincc {l-lSSti *
Our goals are simply r'd .]*! 3ro !ftiv rl3l& - .!3
*-n{Sl!'!rrr,iti6r)b r;d:p
stated. No accidentc. 'k&rF b tli.nilnr.,ail
5Y!inr,.tlr.;r,il :ri,!! *$ {b, rlilrrrr r.,ri!t &r pntlr*{;,_
irstra] ijill*i b *rii.ira:J!
no harm to p€opl., rirdf St d 6.rs
ll.(e.xN )rr.r. .ri{ lcnt/r&rtt
l'it lvill W{l! !s 14,:i6! r.ldy
and no damage to the r{q {il#/ 3d i.Kj lo,U iid{:
3etrni:r{a iT[l*{ft{n
b dyrsn:-,:lt arddnFin
!*9i rr,in d ffi*M *ail
environmsnt- ii &-. $arrd rs!*{
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1.1.t.1 Gon D&COPerctlons
This groupis responsiblefor all well executionactivities'
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Title of Document: GoM D&C Operaling Plan/ Local llocument l{umber: 2200-T2-DM-MA-0001
OMS Manual
A|nnonw: Kevin Lacy o
Custodian/Orrnen Mark Web6ter lssue Date: llnt20,os
Retention Code: AAAOOOO Next Roview Date
lif aoolicahlcl:
11t1t2010
liecufiy
Project Confidential Page: Page 12 of73
Clasrification:
wamang: Chect 9W DoG3revision to ensure you are using tha correct rcvirion.
CONFIDENNAL BP+{ZN-it8t00193459
HCG00$016526
The secondpart of the team is supportedfrom the CentralEngineeringTeam,reporti.ng
to the CoM OaC EngineeringManagersor other parts of the organization(as
on the leftsideof the diagramin Figure4, withthedottedreportingline)'
represented
bp
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fm plodrq rr I
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rfficim od dw
hdiig i.to
oldfiG. CE roL
d{ dt qist itr
€rph.did ftffi
The Development Well RACI chart for integrationof the GoM D&C Engineeringand
(filAtl) Operationsteamsis includedas follows.
HCG009-016529
D&C
;ug {tfi s
E?
-9:a
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Figure5: RAC|Chart
HCG009-016530
1.4.1.2 GoM D&C HSSE Team
The HSSETeamis accountable for supporting teamsin HSSEexcellence
the operations
withinthe Drillingand organization.
Completions includethefollowing:
Accountabilities
. Engagingdrillingcontractors in continuousHSSEimprovement
. prwiding fleei-wide and rig-specific HSSE analysis and improvement
recommendations
o Ensuringconsistent of BP Groupand sPU HSSErequirements
application
. Conducting HSSEmachingandtrainingfor the C'oMD&Corganization
o Providingan interfacewiththeSPU HSSEFunctional teams
1.4.1.2.1 Operatione
HSSE is accountiabte for providingHSSE support for drilling, complgtionsand
interventionoperations.HSSE advisoiswill be embeddedwithin office'basedteamsfor
each DrillingOperationsManager.Each rig and interventionactivity also will be
onsiteHSSEsupport.
supportedby r,otrating
1.4.1.2.2 Performance
Ensure HSSE performanceis continuouslyimproving in GoM D&C operations'
lmprovement will includethe following:
activities
r Accurateand timelyHSSEdatratrackingand reporting
o Learningfromincidentsandapplyingthoselessonsbroadlywithinthefleet
. lmptementing HSSEsystemsthat are simpleand consistentwith OMS, GoM SPU
requirementsand contractormanagementsystems
1.4.1.2.3 Asgurance
for ensuringthatall applicableBP PoliciesandAgencyRegulations
HSSEis accountiable
arefollowed.Assurancewill be achievedby:
o requirements
Trainingon regulatory
r Self-assessmentsand audits
o Useof existingCompliance Systems
Management
HCG009-016532
re;Ed
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HCG009-016533
1.4.1.4 Projects Team
This Major Pro.iectsTeam is accountablefor currentand future Major projectsthrough
the Appraiseand Selectphases. The team is the secondstep in the valuechainafter
E&AOperations, andworkscloselywithGoM D&CEngineering MajorProjectsTeamsto
developconceptselection, createa WellsBasisof Design,feCnnobgyplin and support
sanctionof the Project. The D&C Major ProjectLead-erssit on the Asset Leadership
Teamsand are the SPAfor D&Cfor functionalteamswithinthe AssetTeam. projects
Team will set up the conditionsfor successfor the GoM D&C EngineeringTeamsto
performdetailedwell planningin the DefinePhase,and alsofor the OperatioisTeamas
theyoperatein the Executephase.
HCG009016534
1 . $ *td t$ l mp l *rn e n ta ti *n *nel Gover nanc*
1.5.1 OMSlmolementation
GoM D&Chas compteted the followingrequirements to OMS' in linewith
for_transitioning
the E&PManualVersion2(referto DCMOC{9-0M4 in Bizflow):
o GoMD&CLeadership TeamOMSengagement andtraining
. OMS EssentialsGap Assessments,includingExtemalVerificationthroughGap
AssessmentParticiPation
. Gap prioritizationand ClosurePlansin placefor highestprioritygaps
o Developmentof a LocalOMS Handbook(thisdocument)
o Developmentof the electronicinformationrepositorythrough OMS Navigatorand
SharePoint
. Developmentand commencementof execution on a Communicationand
EngagementPlanacrossthe widerGoM D&Corganization
o An importantaspect of OMS implementationand sustaining(see beloiv)was the
assignmentof a GoM D&C OMS SteeringTeam for implementationoversightand
direction.A LeadershipTeam(LT)"lmplementalion Managef and "OMSLead"also
were assigned. Under the Steering Team's direction, Gap 4s""tments were
completed-and, whereapplicable, Gap Clmure Plansdevelopedfor the determined
gaPs
high-prioritY
r Initiateand closeMoC usingthe standardGoM MoC process
1.5.2 SustaininoOMS
OMS will be sustainedusingthe Performancelmprovement
Cycle(PlC);thisis a continuousimprovementprocess.The
sages'ot inis processand relatedhigh-levelkey activities
encompassthisdocumentand are describedbelow.
1. Intent: Leaders provide the vision and set the
expectationsfor operatingperformancethrougha local
operatingpolicyand consistentactions.
.Explain objectivesand scope of the local OMS;
prwide vision and framework for setting local
objectivesand trargets.
2. Risk Assessmentand Prioritization:Risks (threatsand
are identifiedand prioritized'
opportunities)
. lmplementa formalprocessfor reviewof risksand a
systemto prioritizeactionsto closegapsaccordingto risks'
3. planningand Controls:Plansestablishclarityaboutan intendedactivityand controls
confirmthat objectivesare achievedin a sustainablefashion'
r Developplans with specificobjectivesand targets to manageidentifiedrisks;
-
develop performancemeasures (key performanceindicators KPls) and
cornmunicateplansandaccountabilities.
HCG009-016536
A, "GoMD&c Evidence
Moc to oMS represents 'OMS to thisframework.Appendix processesand their
transition
SuU-Elements- D&C
lnventory"ougines th; "rpp"tti"g
accountabilities.
ltiseachemployee'sresponsibilitytobecome,fami|iarwiththecontentofoMSandhow
sate, retiaoteand high performanceoperations'
it drives detivery ;;5i ;;tass performance
"f tne Managerlalso -O-MSlmplementation
Leadership as it
boM D&Corganization
"nO "p"",ft-"ff',
providethe guidance,n:-":t^:?Yfot in"
Manager)will "itit"
*"u"i to:*"rd withthe suitainingphaseof oMS'
BP-l{zN-M8100193468
CONFIDENTIAL
HCG009-016537
2 RiskAssessmentand prioritization
The intentionof the GoM D&c Risk Management.P]1n^is_to
instructions providea comprehensive set of
on the management of riskswitliinGoM oac.hr"
life cycle from initial iden-tification [rln wirrcoverthe completerisk
to The pran *iii,iutrin" the risk process,provide
instruction on the useof the BP nsrassessment
"ro.".ut. rool'(RArt
anowirrdirectusersto the pertinent
andprocedures relevant
to a conList"ii*J standard
ff:X5r$T,l'fes approacn-
to risr
3,'f $?isktd*ntifie*t*sn I
I oMS providesthe.opportunity to standardize.to_risk
managementprocessesacrossD&c
through the compriance gr.gp (defined,,""o-rr"no"d and guidance)
l"
procedures' Group Defined Practicefrr"ti"" and
GDP 3.1-0'0oi-nssessment,prioritizationand
Management of useo
Tr:! :ha]l p9
risks' GroupRecommended
to-govide guidan"eon n" management of identified
Practicecnp g.r-odi s"i""ti". oinazaro Evaluation
shailbe,."d and Risk
fo'.suidance
onwnicn
ioorrousefora specific
risk
f,nffiu,"# r""j:f.*"
' GoM D&c uses tw-ornainproceduresfor.rnanaging
Beyond the Best_(Brp_), work processeswithin the function:
ano rua1olelgject comiroi pro""!. (Mpcp).
containrequirements Both procedures
to managerisk.The GoM D&c nist tttanagenentplan
theseprocessesinto alignmeniwithoMS so that will help bring
ri;r ir ri"iiil effectivelyand consistenry
withinD&Candin compiiance withOMsiequrrements.
o Althoughthere are a numberof risk
identihcafiontools available,the Hazardldentification
(HAZID)and Hazard^and^operabilitystudy (HAzoP) ro.r commontyused
withinprolectsand assetteams.tn iooition,risks "r"ln" tnrougha number toots
are identified
* risaudits of other
ordairv
Jobsarety enui,.onrentar
Anaryses
(JSEAs)
!:;Tlfjj:Hifr: ;;:: "no
r lnespective
of thetoolusedto identiry
them,all risksshallbe recorded in andmanaged by
theBPRAT,whichis.thegroupapproved
processand in conjunction lgj91.:t r"""g"r"",. Through thepriorp2at6n
with rhe spU Rjsk 6d;;;;i poricy,eachrisk shal be
managedat theappropriate
organizationallevel.
3"? iVi*j*r*{azard&isk Ass*s*ry}ent
The D&Cmajoraccidentrisksare:
r Lossof WellControl
r Lossof DrillingRiser(leadingto infrastructure
damage)
BowTie diagramsand Risk MitigationPlans have
been developed
management of theserisks is undercontinualreview.The associaieo for these risks. The
updatedas deemednecessary. diagramsand plansare
CONFIDENTIAL
BP-I{ZN-M8t00193469
HCG009-016538
ru
:,: *n'tS S;lS &**e*smsr:i * $ub-S.t*ry:ent
*r:nJortr:;rteefirttl
K{*k
o In March2009,the Riskelementassessment was completedas partof the overallD&COMS
Gap Assessment process. Actions to closethe gapsare underway,and are trackedas partof
the OMSGapAssessment PrioritizedActionPlan.
. Specificgaps are identifiedin the Gap Assessment Toolwhichis held and managedby the
OMSCoordinator for GoMD&C.
r The key actionareafromthe gap assessment is the needfor a RiskManagement Planthat
will promoteconsistencyin the riskmanagement approaches usedwithGoMD&C.
:.'3' Prierri*ir*ti*n
Risk Management gap assessmentand
gaps have been prioritizedduringa Risk Management
duringthe bfr4S Cap Assessmentprocess. Gaps were rankedbasedon businessneed and
further rankedusing the systemwithin the OMS Gap AssessmentTool that prioritizesrisks
accordingto theirrelativeimportanceand type.
Plan. This documentis under
The followinglinksto the currentdraftof the Risk Management
revisionandwill be replacedin the nearfuture.
GoMSPUDrillinq. Completions RiskManaoement
and lnterventions Plan(Draft)
ftcc00$016539
3 GoMD&CPlanningand Controls
Thissectionprovidesinformation
on D&CPlanningand Controlsdocumentation and procedures.
Manydocumentsand processeshavebeenidentifiedand describedhereinwith associated links
whereavailable.TheGoMD&Cspecificprocesses containedin thissectionare "live"documents
subjectto ongoingcontinuous
improvement
modifications.
BP'sworldwideExploration
and Production"Bevondthe Bestcom " documentdetails
"theBP way"acrosstheE&Psegment for Drilling planning.
andCompletions
Sincethe centralization
of the GoM D&Corganization in 2008,D&C has an ongoinginitiativeto
documentcommonGoMD&CRecommended Practicesfor the variousasoectsof BtB. Thisis in
lieuof variousrigsworkingwithdiscreteassetsin inconsistent
ways underthe generalguidance
of a globalstandard.
Someaspectsof BtBthathaveGoMD&CRecommended
Practicesare:
r GoM D&C End of Well Reportand Operational
Post Well ReviewWiki Recommended
Practrce
o GoMD&CLessonsLearned ProcessWikiandRecommended Practice
r GoMD&CManagement of ChanqeWikiandRecommended Practice
Some aspectsof BtB that are in progressto supporta commonGoM D&C Recommended
Practiceinclude:
. DrillingStage-Gate
Process
r Completion Stage-Gate
Process
. CommonMonthlyWellReviewMeeting
. DocumentManagement Recommended PracticeDevelopment
Plan
r RiskManagement Process
. AFE and FM Recommended Practice
. Rig ScheduleRecommended Practice
3.2.1 FinancialMemorandum
The FinancialMemorandum(FM) is usedto obtainauthorization
for fundinga project.
TheFM processesarefoundon theGIAAP(Grouplnvestment Assurance andApprovals
Process)website.
This process is handled within each AsseUProlect.D&C provides supporting
documentation for all D&C activitiescoveredunderthe scopeof an FM. Authorizations
for Expenditures(AFEs)are subsequently usedto obtainauthorization
to spendfundsfor
a particular
activitywithinthescopeof the FM.
HCG009-016540
3.2.2 Lonq Term Plan
D&C has developeda processspecifically for handlingthe Long-TermPlan (LTP)called
the "WellsTeam. LTP SubmissionsRecommended This documentcontains
PlaQtige."
Oetai iocess that D&C followsto createthe LTP' The
plan encompasses manyfacetswhichare moreclearlydetailedin the document.The
items belowrepresentsomegeneralinformationaboutthe LTP and associatedactivities
includinga link to the recomilendedpractice. This sectionhighlightsthe key areasof
thisprocess.
o 1 year- Lifeof Field(LoF):
- Years 1-5:coreLTP area of mostfocusand accuracy
BeyondYear 5: LoF shape of expectedspend (i.e.,fewer detailsand more
generalestimates)
o OtherLTPitemsinclude:
- D&C Provided
o Headcount- providedby D&Ccost centerand consolidated
o CApDOOPEX - the financial detailed bottoms up forecast of costs
depictedfor the LTP requiredperiodswith and withoutinflation
o D&C Cost Center budgets, also called Pxo (People and ofiice
Expenses)
- AssetProvided
Depletionplan- this is the activitysequenceplanthatdepictsthe planof
o
activitiesand sequencefor production; this is an outputfrom the SS&W
teamsthat helpfeed the LTPworkthat we prepare
o Production
o NonFieldLiflingCosts(NFLG)
o LTP RecommendedPractice DocumentLink: Wells Team. LTP Submissions
RecommendedPractice
.
o OtherRelatedLTPPlanningExercises:
- Frame- thisis a high-level viewfor eachAsseUProject for a givenperiodof time
(e.g.,five years).This is usuallydone a few monthsbeforethe detailedLTP
processto showproposedlong-termcapitalrequirements.
Deep Dive- this is a detailedbottomsup cost profilefor eachAsseUProject for a
giventime period(e.g.,two years). lt is done beforethe LTP processbut after
the Frameexerciseto show proposednear-termcapitalrequirements.
HCG009-016542
l-bhFAs)
ffid*
hinrratm
16rfl
t-'|r.Bcsl
N&
p;er1
,3.;1Priclrilix*eJ"&*tivity $*il&fi {}ri.:}J
GoM D&C communicated in the February2009 Leadershio
TeamTown Hall the 200g Context,
Collective
Priorities,
AgendasandKPls.
HCG009-016546
and OPerations
4 lmplementation
Thissectionoutlinesthe frameworkby whichGoM D&Cconductsits Operations.lt includesthe
GoM D&C applicationof the OMS Principles,Elementsand the underlyingEssentialsand
Recommendations acrosstheorganization.
HCG009-016547
5 Measurement,
Evaluationand GorrectiveAction
5""1SoM m&f P*$orrnanceM*tri*s an*{${*visws
Numerousperformance metricsare usedin the GoMD&Cteam. Metricsgenerallycan be
brokendownby rig and by asset,as wellas monthly,quarterly,
andannually.
. Safety,Environmental, and Regulatory D&CMetrics
# of DaysAwayfrom WorkCases(DAFWCs)
- DAFWClncidentRate
- # of RecordableSafetyIncidents
TotalRecordablelncidentRata(TRIR)
- # of HighPotentialIncidents
- HighPotentiallncidentRate
# of NearMisses
# of FirstAids
- # of Fires/Explosions
- # of DroppedObjects
- # of STOPcards
# of Safeg ObservationCards
# of Job Safety/Environmential
Analyses
- # of Spills
- #ofLeaks
- # of RegulatoryNon-Compliance lssued
#of MMSVisits
- # of MMSCitations
r ActiviV,TimeandOperationalPerformance
Metrics
# of DrillWells(Plan& Actual)by Year
- # ol Completions (Plan& Actual)by Year
- # of actualWellInterventions by Year
- DrillingDaysand DrillingDays/10k
- Evaluation Daysand Evaluation Days/l0k
- CompletionDaysand Days/Completion
- NPTDaysand %
- NPT Breakdownby Code(days,%)
- NPT Breakdownby Sub-Code(days,%)
DrillingGapto BestWellType
- Bestof-BestDrillingand CompletionPhase Breakdown(under developmentfor all
teams)
- Benchmark DrillingQuartile(bybenchmark welltypes)
DrillingFeet(perday)
DrillingCost(perfoot)
MudCost(perwell)
- MudCost(perfootdrilled)
# of Bits(perwell)
Title of Docum€nt: GoM O&C Operating Plan/ Local ltocum€nt Numbsr: 2200-T2-DM-MA-0001
OMS Manual
Authorilv: Kevin Lacy Revision: o
MarkWebster r Jl'la. 1t1t2009
Rotention Code: AAAOOOO Nert Reviow Dato
{ff roDlicabl6}:
11t1t2010
Security
Classification: ProjectContidential Page: Page 32 of 73
Waming: Chock DW Docs revision to enswe you anausino the corect revbion.
CONFIOENTIAL BP+|ZN-M8|00193479
HCG009-016548
- # of Trips(perwell- ad hocby development drilling)
- GWSI scorecardmetrics of well
inoiviouat services per well (to be updatedwith new
SegmentD&CSPMtoolin January2010)
. CostMetrics
- ActualCostPerWell
- AFEWellCost
- FM Costs
- TotalD&CCAPEX
- TotalCashCosts
- DeveloPment D&CCAPEX
- ExplorationD&CCAPEX
AppraisalD&CCAPEX
- MajorProjectD&CCAPEX
- WellworkCAPEX
- WellworkOPEX
- NPT Costs(nota directlyreportedmetric)
mud,cement,casing,etc.)
- CostsperGL Accountcitegories(e.g.,RigContractor,
Projectcosts
ProductionMetrics
- NewWellsProduction Delivery(inyearvolume)mboe/d
- MajorProjectsProductionDelivery(in yearvolume)mboe/d
Delivery(in yearvolume)Wellmboe/d
- WellworkProduction
- SkinFactor
- NewWellComPleted Datevs. Plan
- NewWell FirstProductionor InjectionDatevs' Plan
PlanningMetrics
- # of Wellsin Appraise,Select,Define,Execute
- # of Wells<90daysfromspudbut notyet if Defineor Execute
reportsand reviewmeetingsinclude:
Someof the key performance
r DailvDIMSReports
- A completedailyrecordof activityand costsof eachwell and rig
r DailvDIMSSummarv RePort
fromDIMSof eachwelland rig
- A summaryof dailyoperations
HCG009016550
. SupplierPerformanceScorecards
- At the end of everydrilland completion
event,a GWSIcontractorscorecardis completed
with key performance metrics. These are usedto do bi-annual reviews,and
contractor
can be accessedfrom:latestcontractorreviewpresentations(BPsecuresite)
. Long-TermPlan
- Eachsummera long-termplan (5 years)is workedprojectingactivity,costs,production,
and key D&C metrics. Thesemetricsare inputtedintoa Globalcommercial
personnel,
database- MIDAS
r GlobalForecastOutlooks(GFOs)
- ln November,a formalplan (GFG0) is set for the followingyearwhichsets the annual
plan for numberof wells deliveredand timing, costs, productionrates and timing,
throughoutthe year (about
personnel,and high leveloperationalmetrics. Periodically
every other month),the latestforecast(GFO update) is made trackingactualmetrics
versusGFO-Oand projectingthe GFO update. Thesemetricsare inputtedintoa Global
commercial database- IPMS. Supoortinq slidepackson GFO'soostedon the GoMD&C
SharePointsite
r MonthlvGoMD&CPerformance Scorecards
- GoMD&CPerformance Scorecards are completedmonthlyfor eachrig,asset,and GoM
SPU totals. Theseare largelyfocusedon reportingactualmetricsversiusthe GFO4
plan
r MonthlyGoMD&CCostReviewand Forecastmeetings
- Each monthupdatesare madeon actualspendin CAPEXand OPEXcategories,and
forecastsupdatedand comparedto the GFO{ plan. Meetingsare heldwitheachAsset
to reviewthe datra.discussissues,andtakeactionbasedon thedata
r ReviewMeetings
QuarterlyD&CFunctional
- Each quarter,GoM D&C leadershipparticipatesin globalfunctionalmeetings,which
reviewof keyhighlevelperformance
includea performance metrics
o AnnualGoMD&CLeadership TeamPerformance Review
- Each year the D&C leadershipplan will reviewperformanceand set key goals and
basedon the GFO{ planand an OMSreview
milestones
HCG009-016551
6 Management
Reviewand lmprovement
6.1 GoMD&CManagement
Review
Thefollowingtableoutlinesthe variousGoMD&CLeadership
management
reviewmeetingsand
management information reviewed.
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ttt
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Frequency SPA o
Offshore
Pre-Tour 2ldav WSL X X
PreJob Daily WSL x X
CrewEngagement
(CWOP/DWOP, Tech Pre-Spud WTLMSL X X X
Limit)
AfterAction
Review/Lesson As Needed WTLMSL X X X X X X
Learned
Houston
DailyOperations Daily WTL X X X X
WellsTeamLeader 2/Month Ops Mqr X X
HSSESteering
Commiftee Bi-monthly HSSEMgr X X X
HSSEPerformance
Manaoement Bi-monthly WTL X X X
WSL HSSE
ConferenceCall
6 weeks Ops Mgr
HSSEStaff ?Month HSSEMor X X X X
AfterAction
Review/Lesson WTL
Learned
LT 2lMonth VP X X
PeopleForum Annual X
LT Awav Dav 2Nr VP
HCG009-016552
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Frequency SPA o
ELT 2D(r VP
1/Month VP X X X X
WellReview X
RiskReview llMonth Director
l/Month PS MqT X X
Cost Review
OMSSteeringTeam Monthlv PerfMqr X
DE TeamLeader 2/Month DE Mqr X X X x X X X X
2/Month CE MgT X X X X X X X X
CE Team Leader
Ops/Eng X X X X X X
Eng/Ops Weekly Mor
No DrlglCmpl 2/Month DE/CEMgrs X X X X
Surorises
LL Sharing ?Month Sr. DrlsEng x X X
Ad hoc VP X
Partners
6.1.1 Pre-TourMeetinq
The Rig LeadershipTeam convenesa twice per day meeting_where HSSE.and.,the
Drilling,-Completionor lnterventionPlan are the key focus. Measures, as described
aoove, are reviewed and actionsare taken to improve operatingefiiciencyand rwiew
unfavorable trends,with the expectationthatthoseaccountiablewill advisethe Rig Team
of the actionsbeingtakento improve.
6.1.2 Pre-JobMeetinq
Rig Team convenesa meetingbeforeeachjob where personalsafetyand tiask-at-hand
arJ tne key focus. Measures,Zs describedabove,are reviewedand actionsare tiakento
improveoperatingefficiencyandfocustaskand riskawareness, that
withthe expectation
those involved wiil committo operating and
efiiciently safely'
6.1.3 GrewEnqaqementMeetino
The WellsTeam Leader@nvenesa meetingbeforea single,or series,of well spuds
beginwhereHSSEand the Drilling,Completionor lntervention Plan are the key focus.
Melsures,as describedabove,are reviewedand actionsare takento improveoperating
thatthoseaccountable
trends,withthe expectation
and reviewunfavorable
efftciency will
CONFIDENTIAL
BP+|ZN-M8100193484
HCG009'016553
advisethe group of the actionsbeingtaken to improve,and commitmentsmade
to
operateefficiently
andsafely.
6.1.5 DailvOperationsMeetinq
The Rig LeadershipTeam convenesa once per day meetingvia teleconwith the rig
where HSSE and the Drilling,Completionor InterventionFlan are the key focus.
Measures,as describedabove,are reviewedand actionsare takento improveoi"r"ting
efficiencyand reviewunfavorabletrends,withthe expectation
thatthoseaccountable
will
advisethe groupof the actionsbeingtakento improve.
6.1.6 WellsTeamLeaderMeetino
The Wells OperationsManagersconvenea twice per week meetingwith WellsTeam
Leaderswhere sharingresultsand improvements are the key focls. Msasures,as
describedabove,are reviewedand actionsare takento improveoperatingefficiencyand
reviewunfavorabletrends,with the expectationthat thoseaccountable will advisl the
groupof the actionsbeingtakento improve.
6.1.7 HSSESteerinqGommitteeMeetinq
HSSEManagerconvenesa HSSESteeringCommitteeMeetingon a bi-monthlybasis.
The commifteeis accountable for executionand monitoringth-eD&C HSSE AgenOa.
They are also the goveming body that approvesHSSE activitiesand init-iatives
associatedwith the Drillingand Completionsorganization. The steeringcommifteeis
comprisedof the DrillingOperationsManagers,DrillingHSSE Manager;D&C Director
and seniorrepresentatives from the drillingcontractors.
Mvisory meribersalso include
the D&CVP andthe SPUHSSEDirec{or.
6.1.8 HSSEPerformanceManaqement
Meefinq
A nominatedWellsTeamLeaderconvenesa HSSEPerformance ReviewMeetingthat is
held bi-monthly,the week followingthe D&C HSSESteeringCommitteemeetiig. The
focus of this meetingis to reviewcunentHSSE performance, HSSEAgendaAllivery
items and to providecontexton currentevents.Attendeesfor this revijw includethe
SteeringCommitteeMembers,WellsTeam Leaders,Office HSSEstaff, WSLs (that are
in the ofiice),andthe drillingcontractor
rig managers.
HCGO09-0't6554
6.1.9 Well Site LeaderHSSEConferenceGall
A Wells OperationsManagerconvenesa Well Site Leaderconferencecall every six
weeks.The intentof thesesessionsis to engagethe field,sharelessonsand discuss
currentevents.Themeswill be developedfor eachsessionby the SteeringCommiftee.
The intentof thesesessionsis for the fieldto relayissuesin theiroperationsandfor them
to tell Houstonwhattheyneedto helpthemdo theirjobs moreeffectively. Attendance for
theseconference callswill be the WSLs, Field HSSE stafi,rig OIM and those involvedin
the HSSEperformance reviewmeetings.
6.1.10HSSEStaff Meetino
The HSSE Managerconvenssa staff meetingwith the HoustonOfficeHSSEstiaffon a
bi-weeklybasis.The meetingpurposeis to delivercontext,discussupcominginitiatives
and raisecurrentHSSEissues.
6.1.12LTMeetino
The D&C LeadershipTeam convenesa meeting twice per month to review the LT
CollectivePrioritiesand discuss LT actions to progresstheir agenda and well as
reviewing timing.
financialsat appropriate
6.1.13D&CPeopleForum
The D&C LeadershipTeam convenesannually,usuallyover multipledays, to discuss
various issues related to D&C leaders and staff successionplanning,employee
satisfactionsurveys,performanceand salary management, organizationalissues,HR
policies,etc. These are facilitatedby the HR function,with decisionstaken that are
implemented by HR or variousleadersacrossD&C includingthe SegmentD&C Director
Capability
of Organizational (fordevelopment and succession planningpurposes).
6.1.14LTAwavDav
The D&CLeadershipTeamsetstime asidetwicea year to assessprogress,and redefine
the collectivepriorities.This sessionprovidesan opportunityto problemsolve and
considercontinuous improvement and simplification and the
for themselves
opportunities
organization.
l{ccm9-016555
6.1.15ELTMeetinq
The D&C ExtendedLeadershipTeam meetstwiceannuallyto providecontexton the
collectiveprioritiesfor the coming period. This group consistsof the entire D&C
Leadership Team,theirdirectreports,andotherkeyAssetand Functionleadersfromthe
business.Participants havestrongerclarityon performance
expectations,
accountability
and their role in implementingthe BP LeadershipFramework.Leadersutilize this
informationto defineactionsfor thefuture.
6.1.16We!|
Review
SPU Leadershipmeetsmonthlyto jointlyreviewall Wells activitiesand move specific
wellsthroughvariousstagegates. Thiswill alsoincludea Rig schedulereview.
6.1.17Risk Review
This entailsa reviewof D&C risksas set forth in the D&C Risk ManagementPractice
beingdeveloped.
6.1.18Gost ReviewMeetinq
This is a monthlyreviewof D&C cost. The D&C P&O budgetls reviewedat each GFO
with the Headof Finance- GoM Functionsand the VP D&C. Additionally,
P&O reports
are set out to the respective
BudgetResponsible
Owner(BRO)ona monthlybasis.
6.1.19OMSSteerinqTeamMeetlnqs
The D&C OMS SteeringTeam meets on a monthlybasis to providedirectionfor
implementation.Progresson the overallOMS plan and D&C high prioritygap closure
plans are reviewedin this meeting. As D&C transitionsto OMS post MoC, this will
becomepartof D&CLT meetings.
6.1.20DE TeamLeaderMeetinq
DrillingEngineering
Staffmeeting.
6.1.21GETeamLeaderMeetinq
Completions
Engineering
Stafimeeting.
6.1.22Enqineerinq/Operations
Meetinq
Leadership
TeamMeetingfor Engineering
and Operations.
HCG009-016556
Surprises
6.1.23No Drillinq/Completion
The D&C Engineeringmanagersmeet with the Subsurfaceand Wells team twice per
monthto reviewjointissuesanddiscussmethodsto reduceNon-Productive
Time.
6.1.24LessonsLearnedSharinq
Openmeetingfor all D&C;meetstwiceper monthto reviewprogresson wellsand share
intowelland rig operationplans.
lessonslearnedduringactivitiesfor integration
6.1.25PartnerMeetinq
Variousmeetingsare held to reviewAsset and D&C issueswith coownerson an as
neededbasis.
HCG009-016557
AppendlxA: GoMD&CEvidencelnventory:"TheWayWeWork"
The followingdescribesthe processes/practicesin placethat conformto the 48 OMS Version2
Sub-Elements, their Group Essantialsand E&P SegmantRequiremenband Recommendations.
pt
Whife comprehensive,thrs is not an exhaustivelist. Many of the proessedpracticesoudined
belor stem from the Group and/orSPU level mandates. Also shown below are the individual
positions in the Drilling and Completions
organizationaccountablefor that Sub-Element.
1. Leadership
2. Organization
3. Risk
4. Procedures
5. Assets
6. Optimization
7. Privilegeto Operate
8. Results
ElementI - Leaderohlp
Principle: Our operating baders are amptent,
exhibit visible, purposefulaN systematicleader*ip
and are respectedby the organizationsthey lead.
E
BP operatingleaders
providecleardirectionto
the peoplein their
organizationand then act
in accordancewith it.
GoMD&CVisionStaternentwithValues
BusinessPlanupdatedannually
p and Individual Performance
Leadershi
HSEAnnualPlan
GoM D&CPeopleAgenda
Contracts
Vica President
t
lu'*""I
Il
DCLTCollectivePriorities
DWOPand ETPs
ComplianceManagementSystem
BP EngineeringAuthoritiasManageGDP
Compliance
APDandAPMApprovalby MMS
SafePracticesManual/Bridging Documents
!l
EMS
AFEs
DecisionSupportPackages
B€
StagaGate Reviews
MajorAccidentRiskMitigationPlanswith VP
Sign€fi
I
TechLimitProcess
ol
Mark Webster lssu. IlaL: fihl?oo,J
=
lrall ttavtfl utr
Rot ntbnCod.: Ar/qiA0000 11tltzJ10
fif .DdicibL):
S.curtty
Cbrillcetlon: Pn{ect Confrdentbl P.gc: Page42of73
Wemlno: Ghccl DfY Dcr raybion to aniura you anaurino tha cofiact rovirlon
CONFIDENNAL BP+rz.*B':ffi
I
. 360 FeedbackforLeaders
. ZoomerangSurveysand PAS
Rig Schedula
lmplementation- BP ResourcePlan
leadersprovidesufiicient LTP
resourcesto manage
risksanddeliver GFOUpdates
performance IndividualPerformanceObjec{ives
improvement, andapply InterfacethroughSDDNAnnually
controlmechanismsto PerformanceScorecardson all metrics
identif, and conect Resourcing rigs,monies)is
Model(people,
deviations fromthe appliedagainstscheduleso thatgapsare
annualplan. identifiedand corrected
WeeklyOps meetings
DailyRig calls
StageGatemeetings
LongLeadForecastmeetings
RigSchedulemeetings
ProjectTeammeetings
GoM D&COperatingPlan/Local
Tillo of Document: OMS Manual DocumenlNumber: 220S.T2-DM-MA-0001
Authoritv: K6vin Lacv Revl3ion: o
Custodian/Orvnen MarkWebster lssuo Dato: 11t1t
Nert Roviow Date 11t1t2010
Rotontion Code: AAAOOOO lit roolicabl.l:
Socurity Page: Page43 of 73
ProjectConfid€ntial
Classificatbn:
on.
CONFIDENTIAL BP+tZN{8r00193490
ltcc009.0't6559
delegationand . AnnualEngineering Planheldby SPU EA
accountability
consistent o EAs'ownimplementation of ETPs
with BP requirements. o ETPsareauditableat Grouplevel
o Dispensations anddesignapprovalthroughGoM
D&C EAswith endorsement of TechnicalStrategy
o Marineand RiserAssuranoe plansfor rigs
r RACI
. DOA
r lndividualPerformanceContracts
o Semi-Annual Performance reviews
Communicationand QuarterlyTownhallswith all stafi Technology
Engagement- BP PeriodicLT and ELToffsitemeetings,wherein Manager
leaders,throughtheir performanceis reviewed
actionsandbehaviors,
Quarterlynewsletterincludesperformance
createan environment in
highlights
whichthe worKorceare
informed,involvedand Performance Agenda,whichis alignedwith
enabledto do theirjobs. scorecardsfor Assets,SPU and wells,is provided
weekly/monthly viaemailandvia portal
Compliance AuditandannualEthicsCertification
includesCodeof Conductdiscussion
Gifi Register
STOPCards
soc
HR'spoliciesand procedures
Semi-ann ualPerformance Reviews
PerformancelmprovementProcessis
implemented whereneeded
360 Feedbackfor leaders
CompetencyFrameworks
CareerAtlasesby discipline
Rewardprocessassessesperformance,e.9.,
Spot BonusProgram
Recognitionevents
SPUand GoMD&CLT communicate and adhere
to the policyof no tolerationof retaliatoryaction
for reportingissues(HRmonitorsandwill
objectivelyfollow-upon any breaches)
D&lAgenda/People Agendasetstone
OpenTalkprogramis available/in-place
GoMD&Cperformsan annualanonymous
Zoomerangsurvey;resultsare postedon
SharePoint site
HCG009-016560
. After-ActionReviews
r Risk Reductionand Performancelmprovement
OpportunitY discussions
r PeerAssistdPeerReviews
r HMIDs
r BtB Process
o 'BP's BehavioralExpectations" brochure
discusses behaviorsfor receivingfeedbackabout
managementstYle
- BP entitiesestablish
GoMD&COrganization Transition Whitepaper,
the 'Way We Work"document, 2008(to be Engineering
organizationsthatallow replacedwith LOMSHandbook) Manager
themto delivertheir
plannedbusiness Organizational MoCs
objectiveseffectively R&R 1-pagers
throughthedeployment RACIchartfor all in neworganization
of competentpeopleand GoMD&CRiskManagement Plan
adequateresources. WellsAdvisoryMeeting(WAM
Engineering/Tech nicalAuthorities
MCPChas mandatory reviewsat segmentlevel
throughDiscipline VPs on Cat. 1 projectsandself-
verificationon Cat.2 projects
AnnualWellsMgrs.meetingsand bi+nonthly
teleconferences
Organizational structurew/ engineermgrsand
operations mgrsprovidesindependent risk
verification
Clearaccountability existswithOpsManagersto
managerig contractors
Ops managersand TLs in ofiicemanageoffice-
basedcontractors
PSCM
Functionalreviews
Peopleand e Functional organization andthe existence of a Performance
Gompetence- BP healthycontractpopulation arehugelyhelpfulin Manager
entitiesdeployand managinguncertainty in strategicbusinessplans
maintaincompetent o LTPincludesPeopleForecastpopulated
employeeswith in the
RPD,refreshedannually
appropriatequalifications,
r Managedmoveprocesswithinfunctionsupported
skillsandknowledge for
rolesthatimpactintegrity by DoC
andoperating r PDPsinformcandidatepool
performance and to meet o The "WayWe Work"documentaddresses
currentandfuture organization(to be replacedwith LOMS
businessneeds. Handbook)
r Sr. WellSiteLeadercompetencies defined
o Competency On Line
o Challenger processrobustthroughDAPS
HCG009-016562
WA identiflesandtracksindividuals'training
status
Performance Appraisals donesemi-annually
Productionmaps, trainingcatalogs
TeamLeadersattend Managing Essentials
CareerAtlas
OpenPDPdiscussions withDoG,HR' LT
involvement
Offshorerigs and facilitieshaverigorousinduction
in place
New EmployeeInductionProcessat Westlake
Experiencedhiresgo through"DiscoverBP"
program
Visitorsto be escortedwhilein building
STOP.SOC usedat ofiice
PerformanceManagementprocessesin place
and adheredto
SDDMensuresthe BusinessPerformance
Management of people,succession planning'
employing and developing staff PDPs)
(includes
lncludedin offshoreorientationprogram
(onboarding; BP licenseto go offshoreprogram)
HCG009416564
Working with EmployeeRolesand Responsibilities documents RigsandWells
Gontractorc - BP for PSCMand GoM D&C personnel Services
entitiessystematically PSCMContractSpecialist Assignment Manager
assurethat goods, SomeGoM D&Csubsectorspecialistsare
equipmentand services assigned
providedby suppliers,
contractorsand other SupplierBusinessPlans(underdevelopment)
partiesmeetcontractual GoMD&CSharePoint Siteon Well
and BP requiremenls. Services/PSCM (ContractBriefings)
NAWSMastercontract- see Section2, General
Conditionsof Contract,Definitions(responsibilities
delineated).NAWSProjectRFPs(T&Cs,Scope
of Workdoorments)and Bid EvaluationSheets
Via CPET,Contractor'sindustryand BP GoM
TRIRare reviewedto compareto minimum
thresholds.AdditionalHSSErequirements,those
that applydue to scopeof work,are acceptedby
contractorby initialingnextto that specificHSSE
requirement.CVsof Contractorsare reviewed.
Underthe auditclausein BP'sMSA,companycan
request,inspect,andauditfinancialinformation,
technicaI documents,performance records,etc.
Thereare specifictrainingrequirements for
specificrequiredtraining,trackedby Operations
personnelandWA. HSSERequirements
ContractExhibitstratesthat contractorsmustmeet
HSSErequirements and contractor shallensurc
that any subcontractorit employsalso meetthese
requirements.Contractstrackedvia red-yellow-
greensystem,and monthlyreporb are generated
for PSCMleadership.Periodicreviewsby CPET
arevia HSSEauditson a three-yearcycleand a
twelve-monthcyclewhenthereare auditfindings
that needto be followedto closure.Audit report
checksto ensurethat contractoris communicating
HSSErequirements to employeesand to
subcontractor employees.
Samplingof contractortrainingrecordsis takento
verifythat requiredtrainingis takingplaceto
completecompetencies.
Audit reportgradingscalerangesfrom 1 to 5
(5 beingthe bestscore),andauditreportand
findingsare presentedat CPETmeetingsthat are
attendedby personnelfromOperations,PSCM
and HSSE. Safetyperformanceis reviewed
weeklyby CPETto see if any contractorshave
GoM D&COp€retingPlan/Local
Tiilo of Documont: lrocument Number: 2200-T2-DM-MA-0001
OMS Manual
AuthoritY: K€vin Lacv Ravl3ion: o
Custodirn Clwn€n Mark Websler lssua Data: 1tltz{J{x,
llert Reviow Datc
Rctinlion Codo: AlatAOOO0
fif aoolicablrl: 11ntzJ10
Security
Clrs3ificetion: PrciectConfkt€nthl Page: Page49 of 73
Wamano:Chect DW Da3 rryision to err3ure vou anr uino thr correct revbion.
CONFIDENTIAL BP+tZN{t8t00193496
FrcG009{16565
announcements. Basedon auditresults,TRIR
safetyperformanceand SectorLeaderinput,a
HSSEstatusis assignedto the contractor that
wasaudited.
BP leadinterviewsof potentialcontractors
Contractors are explainedthe HSSErequirements
beforeexecutionof contracts
DrillingContractors' HSSESteeringCommittee
managesongoingHSE performanceof operations
BP'sCodeof Conductis appliedwhichcovers:
health,safety,securityandthe environment;
employees; businesspartners;governments and
communities; companyassetsandfinancial
integrity
SPM
GWS|Scorecards
Semi-ann ual PerformanceRaviews
Scopeof Workis ratedto determinelevelof risk
thatis beingcreated
JointBusinessPlansaddressHSSE
Requirements/Goals
Bridgingdocumenbestablished withdrilling
contractors thatdefinewhichrequirements apply
(BP'sor contractor's)
BP - Licenseto go offshore(6-in-1),TWICand
Safe.Gulfrequiredfor all,and screenedfor at
helibase
WellsTearnLeadersand BP fieldpersonnel
monitorcontractoremployeeworksafetyactivity
Facili$(onsite)induction
DWOPsand CWOPspriorto project
lmplernent lM Accountabilityin Contractper
Section5, rev. D document
CurrentlyholdPerformanceReviewstwicea year;
Doneintentionally for 80%of our spend
UtilizeGWSIscorecardsystemto providejob
performance feedbackfor localand Global
reviews
HCGmg-o16566
Element3 - Rlek
principte: Theworl<forceat att levetsof our organizationunderstandsand managesoperating isk
to prcvent accidentsand harm to people,to reducedamage to the environmentand to achieve
com petitivepertormance.
r'tcc009-016567
PersonalSaiety - BF Rig-based operations followthedrilling HSSEManager
entitiesprovidea safe contractors'safetymanagementsystemwhichis
workingenvironment by bridgedto the GoMSafePracticesManual(SPM)
systernaticallyidentifying and safetyrequirements of DWOP
andassessing safety Contractorshaveriskassessmentprocess
hazardsandmitigating proceduresthat are tieredaccordingto riskof the
potentialrisksto people. operation
lnterventionoperations usethe policiesand
procedures withinthe SPMand safety
requirements of DWOP
A self-verificationprocessis in placeto assess
contractors' compliance withtheirmanagement
systemandthe additional requirements mandated
in the bridgingdocument
"8 GoldenRules"arevisibleat rig and at safe$
meetings
JSEASor equivalent- contractorsand BP each
haveprocess
'HazardHunt"processeson rigs
Somerigs use safetycommitteeswith broad
representation
Localand externalLessonsLearnedare reviewed
duringweeklysafe$ meetings
Eachdrillingoperationhasa behavioral{ased
safetyprocessestablished- Observations are
documented, actionsare actedon and trending
established
BP personnel on drillingrigsusethe BP Safety
ObservationConversationprocess-
Observation/conversation are inputintoTr@ction,
trendsare reviewed
Quarterly, a GoM-wideanalysiswithactionsis
sharedwithGoMD&Cleadership
Fieldand HSSEadvisorsare trainedas SOC
coaches
o GoM D&Cusesthe GoM MajorHazard& Risk Rigsand
entitiesmanagethe MgmtPolicyand the SPUseffortsin PS Operations/lM
integrityof hazardous identification,
classification,and mitigation Assurance
operatingsystemsand r GoMD&CalsousesMPcpand BtBcpguidelines Manager
processes by applying to govemrisk reviews;however,both processes
gooddesignprinciples, havedifferentmatrices
engineering and r BP-MT is plannedfor entityuse and process
operationpracticeswhich simplification
preventand control
r RPsexistin theformof WellControlManual.Safe
incidentsthathavethe
PracticesManual,SafeLiftinqGuidelines, etc.
Title of Documem: GioM udu uperartng Pkm/ Local Ilocument Number: 2200-T2-OM-MA-0001
OMS Manual
AuthotltY: Kevin Lacv o
MarkWebster lssue Date: 11t1l2o0,s
Nort Reviow Dat
Retention Code: AAAOOOO lif ro6licablal:
11t',u2010
SecuriBr
ProiectConlidential Page: Page 52 of 73
Cla$illcation:
Wamino: Gheck DW Docs rcvision to ensrre vou anr usino the cofiect revkion.
CONFIDENTIAL BP+|ZN-Irr8r00193499
HCG009-016568
. CasingDesignManual
hazardousmaterialsor . IntegrityMgmtbook
energy.Suchincidents r BP FLUXGuidelines
can causetoxic effects, r Controlof Worl</Contractors' Controlof Work
fire or explosionand
resultin. OpenWaterLiftGuidelines
couldultimatelY
seriousinjuries, o ProcessSafetyDefinitionfor D&C
environmental imPact, r SPU MAR assessmentsidentifiedlossof well
propertydamageand lost controland droppedobjectinfrastructure damage;
production. thesewere includedin the SPU registerand MAR
roll-upto Segmentand Group;havean agreed
Risk MitigationPlanin placefor LoWC,havean
AssetRMP in placefor the TH (dueto high risk)
for damageto infrastructure by droppedobjects
o Two EngineeringAuthorities
r Technical(Seqment)Advisors
EmployeeHealthRiskand ExposureAssessment HSSEManager
Hygiene- BP entities Plan
managetheirbusinessto lH/HealthProceduresin Safe PracticesManual
preventharmto the AnnualHealthMaP exercise
healthof employees, Bridgingdocumenb
contractors,visitorsand
Representative Well Site Leaderparticipationin
neighborsin local
HealthMap workshoP
communities.
Workstationergonomicassessmentis partof the
Plan;managedbYWL campusProgram
CertlfiedIndustrialHygieniston stafi
Fit for Duty Programfor offshorepositions
U.S.DrugandAlcoholPolicY
GoMDrugandAlcoholPolicY
EmployeeAssistanceProgram
DOT-compliant D&A Programs
USCG compliantD&A Programs
BPhitWellnessProgramconductedfor all
employeeson BP-ownedsites
CaseManagementProcess
WestlakeWellnessCenter
GroupHealth& HYgieneSYstem
SafePracticesManual
EmployeeHealthRiskand ExposureAssessment
Plan
Handlingof RadioactiveSourcesProtection
Program
HCG009-016569
HearingConservationProgram
PotableWaterProcedure
RespiratoryProtectionProgram
BloodbornePathogensExposureControlplan
Sewageand BlackwaterTreatmentprocedure
BenzeneProgram
BP-ownedrigsincludelH monitoring for all rig
employees; MODUsconductperiodicmonitoring
on an ad hocbasis
Onshoreusesthe Westlakeergonomicprogram
Occupational ExposureLimits
Auditsperformedeverythreeyearsutilizing
quantitativemonitoring;Additional ad hoc
requests(as needed)
Exposureresultsare maintained in GlobalHealth
and HygieneSystemandfilingsystem
Traction
Medicalstaffnotified(lncidentNotificationplan)
Pulmonary FunctionTesting
EmergencyEvacuationPlan (offshore)
Rig Medics
BPhitwellnessprogramfor all ofishoreand
onshorepersonnel
Mediccollectsonboarding medicalinformation per
Medicines and ReportingPolicy
WellnessNewsletter - BPhitnewsletter
Security- BPentitiesput r GSRAnnualAssessment to identiffrisksand HSSEManager
processesin placeto providea processfor risk mitigation
maintainthesecurityof o BP SecurityComplianceProgrammeetsMTSA
the worKorce,premises regulatory requirements,witha $year
facilities,
equipment
and' assessmenUupdate cycle
information. r CodeofConduct
o OpenTalk
r FraudReportingSystem
o GoMSPUGSRAssessment andSMPcompleted
2007t8
o Transportation WorkerldentificationCredential
compliance on applicablesites
o FacilitySecurityPlans(FSP)as required(the
FSPsare auditedannuallyand updatedeveryfive
years);non-regulated facilitiesalsomaintainFSPs
that are updatedeveryfive years
o GoMD&CfollowsSPUfacilitysecuri
HCG009-016570
GoMSPUhasan embeddedBusinessSecurity
Manager(BSM);GoMSPUis furthersupportedat
Grouplevelby a RegionalSecurityAdvisor(RSA);
GoMSPU assetshavean assignedBusiness
Securi$ Representative (BSR)
lnformationof SecurityStandard
DigitalSecurityStandard
Codeof Conduct
Privacy& EmployeeConfidentiality
Digitalsystemsand security
GoM D&Ccontrolof sensitiveinformation,e.9.,
DIMS,rig schedule
Accesscontrolon file sharesand servers
Securi$of lnformationStandard
Bldg.floorscontrolledvia badgeaccess(secure
GoM D&COperatingPlanlLocal
Title d Documont: DocumentNumbor: 220&T2-DM-MA-0001
OMS Manual
AulhodtY: Kevin Lacv R6Vl3aOn: o
Custodian/Orvncn Mark Webster lssue Date: 11t',U2oop
l{ert Rsview Datc 11t1tn10
Retention Codc: AAAOOOO (if aoolicabhl:
Sacarrity Pag€ 55 of 73
ProiectContk€ntial Pago:
Classificetion:
Wlrnino: Check DW Dca navicion to ancurc vou ait usino the correci revkion.
CONFIDENTIAL BP+tZN-t8t00193502
rcG00s016571
Transportation- BP BP TravelWebsiteuse(whichdeliversthis E&AWells
entitiesevaluateand element)is requiredperBP TravelPolicy Operations
managetransportation MitigationBowTies at AssetLevel Manager
riskscoveringland,sea journeys
No high-risk in GoM (althoughis covered
andair travelto prevent
in SafePracticesManualChapter9 [Driving
injuryto people.
Safetyl)- WhenGoMemployeestravelto high-
riskcountries, theyfollowthe localplan
Aviation- SPURiskRegisterincludesAsset
Levelrisk
GoMContractAircrafiGuidelines
GroupRecommended Practiceon Aviation
OGPAircraftManagement Guidelines
FM ApprovedOperatorManualsand Guidelines
Aviation- auditsfor complianceto stiandard
Travel- flightspreapprovedby BP Aviation
GoMVesselVettingProcess:VesselInspections
GRPOMS5.6-001,BP OMS5.6 (Marine
Operations standad),Marine- DP Trials
(DynamicPositioning),StructuralReview(for
vessel> 25 yrs old)
VesselOperatingInstructions
SafePracticesManualChapter9 (DrivingSafety)
containsall elementsof thisdrivingstandard
Travelguidelines on rentalcars
DefensiveDrivingtraining
Motorcycleusefor companybusinessis
HCG009-016572
Element4 - Procedures
and reliable
Pinciple: we documentand igorouslyfollow prrceduresfor safe, responsible
operating.
Completion
Localand SegmentD&C Procedures
Engineering
Practices- BP entities Operationsprocedurescovernormalconditions' Manager
document,maintainand start-up,shut down,upsetand emergency
followpracticesand conditions
proceduresfor the safetY Industrystandards/Procedures
of theirworkforceand the WellPlans
safe,responsibleand
Recommended Practices
reliableoperationof their
assets,facilities,floating DefinedPractices
structuresand transPort EquipmentOPerationsProcedures
equipment. Maintenance Procedures
and Inspection
ContractorOperationsProcedures
StandardOperatingProcedures
EmergencylCrisis Plans
Procedures
lnstrallation (ownedby otherswithin
BP)
SIMOPS(o,vnedbYAssets)
STPs
Well-specificand rig-specfficplansare readily
accessible
Pre-spudmeetings
JSEAS
Techlimitmeetings
Proceduresare reviewedand updatedbefore
eachwell
Contractorproceduresare reviewedthroughthe
rig auditprocess
DWOPand BtB are uPdatedat regular
frequencies
SOPsare now becomingcontrolledand will be
updatedregularlY
MoC (BP and Contractor)
GoM D&CSharePointmaintainslatestversionsof
documents
BP+|ZN-M8100193504
CONFIDENTIAL
HCG00$'016573
ilanagement of Ghange o GoMD&CRemmmended practicefor Performance
- BP entitiesemploya
Management of Change Manager
formal,systematic r GoMDrillingandCompletioneuick Reference
processto document,
Guide
evaluate,approveand
r BizFlowMoCtool and GoM D&Cworkflow
communicate temporary
and permanent o GoM RegulatoryNoticePractice
changes
that couldimpactsafe,
responsible and reliable
r.lcG009-016574
r Common forcrisisresponse
template (BART)'
tanagoment & including accident
major risks, and Oparations
environmental,
Manager
EmergencyReaponae- securitYrisks
BP entitiespreParafor o SPUBusinessContinui$Plan
and respondPromPtlYto r OilspillResPonsePlan
crisisand emergency r FacilityERPs
eventsthreateningharm
e PandemicRasponsePlan
to BP employeesand
oontractors,company o MMSdrills(unannounced)
assets,and neighbodng USCGparticipation)
r BP drills(including
communitiasand r lncidentCommanderrcta and DOA
intemtptionin business o IMT system
operations. r GoM SPU POB rePorting
r RUOK
HCG009-016576
construct,modifyplant, GoMWell lntegrityManagementProgram
ass;ets,facilitiesand (Elementl-Sub Element,DesignCodes,
floatingstructuresto Standardsand Regulations Compliance,and
preventinjuryto peopla, Element2-Well OperatingProcedures)
damageto the SegmentDefinedOperatingPractices(DWOP)
environment andachieve D&C Definedoperatingpractices(18 ETP s +
competitiveperformance B8)
over ths lifecycle.
D&CRecornmended Practices(Surveying,
TubularDesign,WellControl,and Cementing)
BHADesignand DownholeToolReliabili$
Guideline
a WellBoreStabilityGuideline
a OrganizationalGuidelines
a SidetrackingGuideline
a FluidsManagement Guideline
a Perforating
Guideline
a CavingsFieldGuide
a StuckPipeLibrary
a WellCostEstimating
o Explorationcp (Ecp)
a MajorProjectscp (MPcp)
a Beyondthe Bestcp (BtBcp)
a BaseManagement cp (BMcp)
a FieldPlanningcp (lFPcp)
lntegrated
a ProductionEfiiciencylmprovementcp (PElcp)
a SupplierPerformance Management cp (SPMcp)
a SupplierQualityplans
a MarineAssuranceplans
a MarineProcesses
a RigAcceptanceAudits
a DWOPDispensationProcessas detrailed in
- E o ThunderHorse
A:t!'|'r rrrPrtralrgrr OEMManuals
entitiesoperateplant, o EquipmentOperatingProcedures Wells
assets,facilities,floating r MoC Operations
structuresand transport Manager
o ControlofWork
equipment to prevent
injuryto people,damage r ServiceCo. updates/bulletins
to the environment and r lM Audit
o Wellssoecifuooeratinolimitsandtechlimits
r'cc009-016577
performanceover the r SafeOperatingLimits
lifecycle. r lntegriVManagement Manual
r OvenideLog
r SIMOPSplan
r Safetycriticallists
r Maximo
r Bi-weeklyPridereportof KPls and overduesafety
Inspectionand r Maximo
Malntenance- BP r OEMmaintenance intervals Wells
entitiesinspectand o Pridemaintenance policy Operations
maintainplant,assets, Manager
r BP-ownedrigequipmentmaintenance strategy
facilities,
floating
structuresand transport document
equipment to prevent r APlguidelines
injuryto people,damage o Bi-weeklyPridaoverduesafetycriticalreviews
to the environment and o D&CIn-service rig audits(perGP 1040)
achievecompetitive o Equipment failurereports
performance over the r Tr@ctionprogram
lifecycle. o BizFlowMoCSystem
r ControlofWork Process
o Pre-startupreviewand checklist
r HSSEchecklist
o Re-commissioningprocess
o Pre-operationalchecklist
HCG009-016578
tarlne Operatlons-All r GoMVesselVettingProcess:VesselInspections
marineactivityin theBP GRPOMS5.&001,BP OMS5.6 (Marine
Groupis carriedout in Operationsstandard),Marine- DP Trials Operations
sucha way as to prevent (DynamicPositioning),StructuralReview(for Manager
injuryto people,damage >
vessel 25 yrs old)
to the environmentand to r VesselOperatingInsfuctions
achievecompstitive r D&C DWOP
performance over the
lr
Management r GoMmaterials and equipment visibilitylists RigsandWells
- BP entitiesmanage o MAETraxtool and LegacyMMS Services
materialsto providethe r Manager
HoumaPreservation and Maintenance Facility
requiredqualityand and process
(PMF)siteinformation
availabili$to deliver r GoM Logisticsprocedures,aviation/boat
operatingperformance.
schedules,and shorebasecontacts
I
toE
T.rileof Docum.nt:
Authoritv:
Custodian/Ornen
Rot ntion Cod.:
Socotity
Cla$lficrtion:
Wlmind: Ch.clDn
coNFDENTAL
GoM D&C Operating Plan/ Local
6MS Mamral
Ke\rin Lacv
Mark Webster
MA0000
ProiectConfid€ntial
Itocument Number: 2200-T2-OM-MA-0001
Revision:
|rsue Date:
Nert Rcview Dat
(if aoolicable):
Page:
Docs revirion to en3unavou an9 usino the corract revi3aon.
o
11tlt200,s
11t1t2010
Page65 of 73
BP+|ZN-M8I00193512
|'tcc009-0165E1
Contlnuous o QuarterlyPerformanceReviews Drilling
lmprovement-BP o PeerAssists Engineering
entitiesdevelopa culture r Manager
in the workforceto PeerReviews
improveoperating . Rig CrewEngagementMeetings
performance through r Bi-WeeklyLessonsLearnedsharingmeetings
defectidentification, r Townhallmeetings
measurement, and r ProjectStage Gate Reviews
elimination. o WeeklyTeamMeetings
o AnnualPerformancereviews
o AfrerActionReviews
o BP lntemalAudits
r Endof Well Reports
o Incident(Safeg, l,lon-Productive
Time)
lnvestigations
r EIAG
o PlPs
r KPls
. Rig auditand ActionPlans
o Continuousimprovanrent plans
o RigAuditactionplans
r CompletionExcellenceplans
r DWOP
r CWOP
o Bi-r,veekly
LqssonsLearnedmeetings
r WEPF
r CompletionsExcellenca,Drilling,Ops,
InterventionNetworks
BEcp
Major ProjectCommonProcess
TeamLink
Tr@ction
PerformanceSorecards
Benchmarking
RegulatoryCompliance r ComplianceManagementSystem(CMS)
- BPentitiescomplywith r FacilitVCMS Matrix
applicablelegaland o GoM RegulatoryNoticaProcess
requirements. o
regulatory
TheCMSteamannualaudit
o Operationalcontrols
r CMS "BestPracticesRecommendation'
o Tr@ction
t'tccoog-or65E3
GustomerFocus - BP a LTP AtlantisWells
entitiesdevelopand a GFO Operations
maintaintransparent, Manager
a Monthlycost reconciliation
sustainableBP customer
relationships.
a MonthlyPerformanceScorecards
a LeadershipPerformanceContracb
a SPUobjectives
o SOR
a AFEs
a RLGsurveyofAsset VPs
a WellHandoverProcess
a AssetD&CPerformanceReviews
a AnnualCodeof Conductcertification
a GoM D&CScorecards
a Asset post-wellreviews
a SIMOPSmeetings
a Firstyearoperabili$review
a
a WeeklyOPerationsreports
BP entitiesestablish a Monthlycostforecasting
metricsto monitorand a Monthlyperformancescorecards
reportdeliveryof a GFO updates
businessandoperating
targetsand to Promote
a LTP process
continuous improvement. a BtB CommonProcsss
a Projectexecrltionreadinessindex
a Tr@ction
a SAP
a DIMS
a LongTerm Plan
a GFOforecasts
o Codeof Conduct
a PurpleBook
a OrangeBookfeeds
a Partnerand internalBP audits(CETs,PWC)
a Reportingrequirements - rig commitments
a Leadershipsitevisits
- BP entitiesperform a KPls
assessmentsand audits Operations
a lntemalaudits Manager
of operatingperformance a AuditPlan
andmanagement
processesto assure a AuditGuidelines
compliance withlegaland a AuditSchedule
BP Requirements, and a SOCs(trargetsdeveloPed)
driverisk reductionand a EMSManagement Review
performance a GoM communication tools
improvement. a S&OAudit
a GoMFieldChecklists
a GoMActionTrackingprocedure
o GoM DrillingHSSESelf-Assessment System
a GoM BP-owned Rig lM AudiUReview
a GoM BtBcpAudit
a Rig Audits
a MarineAudits
a DWOPDispensationreviews
a CompetencyAssessments
a GoMActionTrackerTool
a
frcc00$,016568
AppendixB:
GoM D&COMSSustainingActivitiesand Accountabilities
lntent
Visbn & Strategy r Refiestt A - Mce President
Development r Communicate R-D&C LT
OMSGovemance on OMS
r Providedirection& communication A - PerformanceManager
R - OMSSub-Element
SPAs
RiskAssessmentand Prioritization
RiskManagementProesses o Driveapplopriaterisk assessmentsand actions A - Director
R - Wellsand Engineering
Managers
HCG00$0185E7
Evaluatlonand CorrcctlveActlon
Coodinate
OMSGapClosure . Trackand EvaluateStatus A - PerformanceManager
PlanExecution
Status& . Take conectiveadbn to ensurc closure R - OMS ProjectLead
Updates
Maintainrisk basedintemal . Evaluateand MaintainSelfAuditeflectiveness A - Performance
Manager
audit processes o Ensuretimdy auditactionclosure R- OMS ProjectLead
. Gomplywith SPU S&OAuditschedule
a Reportout on fndings/recommendations
for A - Performance
Manager
action R- D&CLT
t lmplementactions
Revlewsand lm provementProcesses
Participatein SPU and Asset OMS revienvsfor A - PerformanceManager
alignment,updates,leamings,etc. to ensurc R - OMS ProjectLead
mnsistentembeddingin earlysustainingphase
LT'ManagementReviews' o Definedin OperatingPlan A - Mce Presftlent
. ReviewoverallAsset activitbs and results R-D&CLT
. Drive@ntinuousimprovement whereneeded
f€G0090165E8
DocumentAuthorlzetlonForm
DocumentDetellr
Number
Document 2200-T2-DM-MA-@01 l Revision l0
Document
Title GoMD&COperatingPlan/LocalOMSManual
Date
NextRevie\,Y tulnqr0
Reasonbr lssue Obsolete
NewDocument RevisedDocument Docurnent
(ched<as applicable)
x
DocumrntSlgnOff
HCG009-016589
o