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Assessment Data Export

Assessment: Organisational Unit: Type: GoM DxC E&P - GoM Deepwater - GoM Deepwater Production Full Gap Analysis Lead: Exported On: Webster Mark (BP1\websteme) 6/16/2009

GoM DC OMS Gap Assessment


ID 1.1.1 Element Leadership Sub-Element Sub-Element SPA Statement Define and then annually review and communicate to the workforce an entity vision that includes details of how the application of OMS will enable continuous risk reduction and performance improvement and safe, responsible and reliable operating. Conformance Risk Rating Ranking Level 4 4-Moderate to High Evidence Comments 1) D&C Vision Statement with Values 2) Business Plan updated annually 3) Leadership Performance contracts and Individual Objectives 4) HSE Annual Plan and frequent LT and townhall reviews 5) D&C People Agenda 6) DCLT Collective Priorities 1) High-level Risk Register captures requirements 2) Lack of understanding of OMS DWOP and ETPs 3) MMS Subpart O Plan 4) Compliance Management System 5) BP Engineering Authorities manage GDP compliance 5) Internal and External inspections 6) Field SelfVerification System audits 7)Regulatory Expertise assigned 8) BP Team Leads review compliance procedures 9) D&C Procedures are peer-reviewed and undergo approval process 10) APD and APM approval by MMS 11) MMS on-site inspection 12) OSHA requirements in Safe Practices Manual 13)Bridging documents to Contractor Program 14) EMS 15) BtB 16) INCs, etc. are recorded in scorecards and are routinely monitored 17) Periodic meetings with VPDC to discuss compliance 18) HSE Regulatory monitors and communicates changes 1.1.2.1: [no data] 1) AFEs 2) Decision Support Packages 3) BtB 4) Visibility of the Risk Management Plan Risk Assessments 5) Stop the Job participation 6) Stage Gate Reviews 7) Leadership visits to the field with safety focus 8)Risk Management Plan document (draft) including leaderships' roles 9) Major Accident Risk Mitigation plans with VP sign-off 10) Tech Limit process 11) Benchmarks 12) Weekly Progress Report 13) Bi-weekly Ops Meeting 14) Weekly SPU LT Ops meetings that include Performance and Risk 15) Recognition of Employees 16) SOC Conversations 1.1.3.1: [no data] OMS Understanding OMS 3-Basics/BP Implement OMS Develop broad audience communication prior to and during organization move to OMS. Jassal
12/30/09

Webster, Rev.0, 6/16/09

Gap comment

Gap Title

Aggregated Gap

Gap Risk

Broad Corrective Action

Specific Corrective Action(s)

SPA

Target Date

Date, Status

Closed

Operating Leaders Vice President

1.1.2

Leadership

Operating Leaders Vice President

Demonstrate management commitment to compliance with Level 4 legal and regulatory requirements, to the application of OMS and to conformance with BP requirements. 1.1.2.1 Conduct periodic and planned leadership site reviews.

4-Moderate to High

11/20: Complete. Four newsletter articles to date. Poster's staged on D&C floors. Initial communication at engineer Lesson Learned meeting. Staged communication packs for team meetings delivered on OMS, D&C specifics, Navigator.

1.1.3

Leadership

Operating Leaders Vice President

Model behaviours by personal example that reinforce continuous risk reduction and performance improvement. 1.1.3.1 Verify that operations integrity risks are systematically identified, understood and managed: verify understanding of risks with key stakeholders; review risk mitigation plans periodically, know the key elements, and communicate to stakeholders as needed.

Level 4

5-High

RMP Visibility

Risk Management

5-Sig Risk

Develop and implement comprehensive Risk Management Plan

Develop Risk Plan including regular updates on Rich progress. Key deliverables include: (Kal need these 10?)

2/30/10

1.1.4

Leadership

Operating Leaders Vice President

Seek feedback on their leadership behaviour, and reflect it in Level 3 their personal development.

5-High

1.2.1

Leadership

Operating Strategy Director

Incorporate a strategy for continuous risk reduction and Level 2 operating performance improvement into the entity business strategy.

5-High

1) 360 Feedback 2) Leadership Training, e.g., 7 Habits 3) 1-on-1 Leader Feedback 4)Zoomerang Surveys and PAS 5) Communication and visibility of Leadership Framework, including meeting reviews and challenges to hold ELT accountable 6) Performance Review process/form 7) Use of Leadership Framework 1) SPU Risk Management Policy 2) OMS Implementation Plan, which contains a continuous improvement process 3) SPU Business Strategy is in place with D&C components

Not all ELT seek feedback actively on a ELT Seek Feedback routine basis

People

3-Basics/BP

Set expectations for supervisor upward feedback.

Launch of the new 360 feedback system. Launch GoM Development for All website in September/October 2009. Zoomerang is complete, followup on action items. Continue with quarterly town hall meetings.

Nahman

10/30/09

Biases for decision-making exist, and strategy needs to be documented

Risk Decision Strategy

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Complete RAT Enhancement phase; complete Rich trial before roll-out.

12/30/09

11/19 -- On track. The Risk Plan has been developed, there will be regular updates on progress. To date (November), 9 of the 10 key deliverables have been met. Progress on the plan has is regularly communicated to key D&C individuals accountable for implementation. Three outstanding elements are: Develeopment of D&C Risk Guidelines; Frame up implementation plan; Frame up training plan. Risk Guidelines still being developed. 1/21/10 -- Thierens to Rich. Target date from 12/30/09 to 2/30/10. RMP and BPRAT rolled out to LT, and Risk Leader established. Need to fully embed in organization 10/26/09 -- New system as been launched effective October 1, 2009. Working with the LT to develop a 360 schedule by month to complete 360's on those who need it. Development for All website is almost ready. Expect Launch to occur in first 2 weeks of November 2009. 9/19/09 -- The RAT Enhancemenrt phase is complete and rolled out.

1.2.2

Leadership

Operating Strategy Director

1.2.3

Leadership

Operating Strategy Director

Maintain and communicate to the workforce a local operating Level 3 policy consistent with the entity vision and OMS, and that includes the BP Commitment to Health, Safety, Security and Environmental Performance. Develop and annually review a statement of intent aligned to Level 1 the entity vision and operating policy, explaining the objectives and scope of the local OMS.

2-Low to Moderate

1) Documented at the SPU Level 2) D&C follows the Need to tie D&C Operating Policy and SPU's lead, and communicates this out from SPU OMS to SPU policy VP 3) Posters describe/illustrate BP HSE policy Work in progress Develop local OMS

Intgrte D&C Op/OMS w/SPU Policy

OMS

2-Effeciency

Implement OMS

Include tie in D&C LOMS Manual and Website. Jassal

10/30/09

11/20: Included with LOMS manual.

1-Low

Develop OMS

OMS

3-Basics/BP

Implement OMS

OMS development in progress.

Jassal

12/30/09

12/18: MoC complete, approved by Leary/Joslin/Skelton/Lacy/Dupree.

1.2.4

Leadership

Operating Strategy Director

Monitor the external environment and update the strategy for Level 3 continuous risk reduction and performance improvement in response to changing business needs.

3-Moderate

1) DWOG 2) Rushmore External Benchmarking 3) No systematic process or documented Regulatory Team linked into MMS focus 4) Weather written strategy updates, especially during hurricane season 5) Monitor rig market via Segment accountability

Doc Systematic Op Strategy

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Leary and Sprague to discuss. Sharpoint site exists.

Sprague

10/30/09

1/21/10 -- The FM best practices considers external benchmarking to enter our learning process and performance conversations. Closed per Sprague

1.3.1

Leadership

Planning and Controls

Director

Identify and document risks and opportunities to be addressed in a prioritised way through the local OMS and include them in the annual planning process.

Level 3

4-Moderate to High

1) Local OMS will include an Annual Plan 2) BtB 3) Rig Schedule Hopper Process is Annual Planning Process 4) Environmental Risk incomplete Assessments by asset 5) D&C Annual Plan is driven by assets 6) D&C VP Annual Contract forms the basis of Annual Plan 7) Annual Transformation Agenda incorporates HSE, Well Control, etc. 8) Rig Schedule is largely the output of prioritization exercise 9) Working toward formalizing the Rig Schedule Hopper Process 10) Goals are assigned in Individual Performance Contracts 1) Local OMS will include an Annual Plan 2) BtB 3) Risk assessments are heavily weighted Annual Planning Process 4) Environmental Risk to risks, rather than Opportunity Assessments by asset 5) D&C Annual Plan is driven by assets 6) D&C VP Annual Contract forms the basis of Annual Plan 7) Annual Transformation Agenda incorporates HSE, Well Control, etc. 8) Rig Schedule is largely the output of prioritization exercise 9) Working toward formalizing the Rig Schedule Hopper Process 10) Goals are assigned in Individual Performance Contracts 1) Local OMS will include an Annual Plan 2) BtB 3) Local OMS is not yet built Annual Planning Process 4) Environmental Risk Assessments by asset 5) D&C Annual Plan is driven by assets 6) D&C VP Annual Contract forms the basis of Annual Plan 7) Annual Transformation Agenda incorporates HSE, Well Control, etc. 8) Rig Schedule is largely the output of prioritization exercise 9) Working toward formalizing the Rig Schedule Hopper Process 10) Goals are assigned in Individual Performance Contracts

Rig Schedule Hopper

Organization Management

3-Basics/BP

Jassal

1.3.1

Leadership

Planning and Controls

Director

Identify and document risks and opportunities to be addressed in a prioritised way through the local OMS and include them in the annual planning process.

Level 3

4-Moderate to High

Opportunity Risk Asmnts

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Make all risks visible in the Enhanced BP RAT Rich to allow opportunity decisions to be taken at the right levels of management. Desig tool to highlight opportunities as well as mitigate risk.

12/30/09

11/19/09 -- On track. Enhanced features include the the assessment and ranking of risk on a continuous basis.

1.3.1

Leadership

Planning and Controls

Director

Identify and document risks and opportunities to be addressed in a prioritised way through the local OMS and include them in the annual planning process.

Level 3

4-Moderate to High

Develop OMS

OMS

2-Effeciency

Implement OMS

OMS development in progress.

Jassal

12/30/09

11/20: Complete. Local OMS Handbook completed.

GoM DC OMS Gap Assessment


ID 1.3.2 Element Leadership Sub-Element Planning and Controls Sub-Element SPA Director Statement Incorporate objectives, targets, actions and accountabilities into the annual plan to manage operating risk, to deliver the requirements of OMS, and to close gaps against the Group Essentials. Conformance Risk Rating Ranking Level 4 3-Moderate Evidence Comments 1) BtB 2) Annual Planning Process 3) Environmental Risk Assessments by assets 4) D&C Annual Plan is driven by assets 5) D&C VP Annual Contract forms basis of Annual Plan and then assignments are made in the Individual Performance Contracts 6) Annual Transformation Agenda incorporates HSE, Well Control, etc. 7) Rig Schedule contains the output of Prioritization Exercise 8) Formalizing Rig Schedule Hopper Process 1) Annual Planning Process 2) GFO Process 3) Biweekly Ops meetings 4) Weekly SPU LT Ops meetings 5) Monthly Scorecards 6) Semi-weekly DC Wells Operations ELT meeting 1) Annual Planning Process 2) GFO Process 3) Biweekly Ops meetings 4) Weekly SPU LT Ops meetings 5) Monthly Scorecards 6) Semi-weekly DC Wells Operations ELT meeting 1) Annual Planning Process 2) GFO Process 3) Biweekly Ops meetings 4) Weekly SPU LT Ops meetings 5) Monthly Scorecards 6) Semi-weekly DC Wells Operations ELT meeting 1) Annual Planning Process 2) GFO Process 3) Biweekly Ops meetings 4) Weekly SPU LT Ops meetings 5) Monthly Scorecards 6) Semi-weekly DC Wells Operations ELT meeting 1) Annual Planning Process 2) GFO Process 3) Biweekly Ops meetings 4) Weekly SPU LT Ops meetings 5) Monthly Scorecards 6) Semi-weekly DC Wells Operations ELT meeting 1) Rig Schedule 2) Resource Plan 3) LTP 4) GFO updates 5) Numbers 1-4 all are cascaded to Individual Performance Objectives 6) Townhalls Gap comment OMS is not fully implemented Gap Title Implement OMS OMS Aggregated Gap Gap Risk 3-Basics/BP Broad Corrective Action Implement OMS Specific Corrective Action(s) OMS development in progress. SPA Jassal Target Date
12/30/09

Webster, Rev.0, 6/16/09

Date, Status
12/18: MoC complete, approved by Leary/Joslin/Skelton/Lacy/Dupree.

Closed y

1.3.3

Leadership

Planning and Controls

Director

Establish control mechanisms to address risks to the delivery Level 3 of the annual plan and assess performance against the plan. Establish control mechanisms to address risks to the delivery Level 3 of the annual plan and assess performance against the plan. Establish control mechanisms to address risks to the delivery Level 3 of the annual plan and assess performance against the plan. Establish control mechanisms to address risks to the delivery Level 3 of the annual plan and assess performance against the plan. Establish control mechanisms to address risks to the delivery Level 3 of the annual plan and assess performance against the plan. Communicate the relevant parts of the annual plan and Level 4 targets to the workforce and other identified stakeholders, and translate and include them in annual team and personal objectives.

2-Low to Moderate

Substantial duplication of financial controls between assets and D&C

Duplicate Asset/D&C Fin Control

Financial Control

2-Effeciency

Jassal

1.3.3

Leadership

Planning and Controls

Director

2-Low to Moderate

Lack of consistent process to summarize Incon Fin$ Data, Plan vs. financial data and to control Plan vs. Actual Actual Unclear responsibilities for $$ (in asset plan, but is D&C accountable?) D&C/Asset $$ accountability

Financial Control

2-Effeciency

Jassal

1.3.3

Leadership

Planning and Controls

Director

2-Low to Moderate

Financial Control

2-Effeciency

Jassal

1.3.3

Leadership

Planning and Controls

Director

2-Low to Moderate

No consistent schedule for financial data Incon Financial Data cut-off Schedule

Financial Control

2-Effeciency

Jassal

1.3.3

Leadership

Planning and Controls

Director

2-Low to Moderate

All of the "people costs" are not covered Asset/D&C People Costs between assets/central Asgnmnt

Financial Control

2-Effeciency

Jassal

1.4.1

Leadership

Resource and Implementation

Director

5-High

Not enough rigor around creating achieveable targets (developed before fully understanding the work)

Achievable Targets

Organization Management

3-Basics/BP

Develop and embed process for creating achievable performance targets.

Finalization of two process standards will accomplish: LTP process refresh , and AFE process

Jassal

6/30/10

9/20/09: Will review the GFO "0" inputs with the D&C LT on 30 September. GFO"0" will form the basis of what we will be measured against next year. Need to schedule a refresh of the LTP process as well as establish dates and accountabilities for the AFE process development. 14 Jan 10 - The D&C LT met on 12 Jan 10 to discuss driving performance in the SPU. Plan an engagement session with the ELT in early Feb to further push this into the organization along with implementation of a D&C SPU standard technical limit process will serve to futher drive performance improvements. THe LTP process will be reviewed and updated as necessary in front of this year's LTP cycle. 10/22/09 -- Core management accountability to review resources and allocate appropriately. Leadership meets regularily to review priorities and adjust resources as needed. 1/21/10 -The BtBcp requiring integrated multi-discipline teamwork to deliver wells now covers this (WRM); complete per Rich 10/22/09 -- Closed out. Team resourcing is the responsibilty of management. Team leaders need to continuially monitor expected activities and inform senior leadership of requirements. Rig scheduling and LTP support this effort

1.4.2

Leadership

Resource and Implementation

Director

Identify the resources needed to implement the annual plan. Level 4 If resource constraints are identified modify the annual plan consistent with the need to maintain safe, responsible and reliable operating.

5-High

1) People, rig and monetary resources are identified Some resources that impact D&C are not Resources Outside D&C in Annual Plan (people through RPD, rigs through under D&C control (e.g., subsurface, Rig Schedule) 2) Interface through SDDN annually PSCM) 3) Central D&C Reorganization has allowed more reprioritizing of resources

Organization Management

3-Basics/BP

Develop and embed process for assessing and realigning organizational resources.

Leadership behaviors reinforcement integration Rich skills

12/30/09

1.4.2

Leadership

Resource and Implementation

Director

Identify the resources needed to implement the annual plan. Level 4 If resource constraints are identified modify the annual plan consistent with the need to maintain safe, responsible and reliable operating. Implement the annual plan mobilising identified resources. Level 5 Apply control mechanisms to identify shortfalls against the annual plan, and put in place corrective actions. Level 4

5-High

1) People, rig and monetary resources are identified Although resouce plans are identified up Underresourced teams in Annual Plan (people through RPD, rigs through front, not always allowed to resource; Rig Schedule) 2) Interface through SDDN annually therefore, some projects underesourced 3) Central D&C Reorganization has allowed more reprioritizing of resources 1) Delivery track record 2) Performance Scorecards on all metrics 1) Resourcing Model (people, rigs, monies) is applied against schedule so that gaps are identified and corrected 2) Weekly Ops meetings 3) Daily Rig calls 4) Stage Gate meetings 5) Long Lead Forecast meetings 6) Rig Schedule meetings 7) Project Team meetings 8) SPU LT Weekly Ops meetings 1) D&C EAs 2) Engineering and Marine Authorities (external to D&C but within SPU) have been identified 1) Annual Engineering Plan held by SPU EA 2) EAs' own implementation of ETPs 3) ETPs are auditable at Group level 4) Dispensations and design approval through D&C EAs with endorsement of Technical Strategy 5) Marine and Riser Assurance plans for rigs 6) Some teams do self-verification 1) RACI 2) DOA 3) R&Rs and Annual Objectives 4) Minor organizational changes remain Individual Performance Contracts from D&C Reorganization Reorg Changes Remain

Organization Management

2-Effeciency

Develop and embed process for assessing and realigning organizational resources.

Develop cultures that utilize dedicated scheduling to resource load work.

Rich

12/30/09

1.4.3 1.4.4

Leadership Leadership

Resource and Implementation Resource and Implementation

Director Director

5-High 4-Moderate to High

1.5.1

Leadership

Accountability

Vice President

Appoint Engineering and Marine Authorities

Level 5

5-High

1.5.2

Leadership

Accountability

Vice President

Work with their Segment and/or SPU Engineering, Marine and Operating Authorities to support the delivery of safe, responsible and reliable operating activities.

Level 4

5-High

1.5.3

Leadership

Accountability

Vice President

Assign accountabilities and delegations to deliver BP requirements.

Level 4

3-Moderate

Organization Management

1-Excellence

Develop and embed process for assessing and realigning organizational resources.

Organization changes need to be made more decisively by leadership

Rich

12/30/09

10/22/09 -- Closed out. Organizational readjustments are managed by the LT dictated by the needs of the SPU. While minimizing change is desired adjustment is inevitable. Major organizational changes are managed by the MoC process

1.5.4

Leadership

Accountability

Vice President

Provide BP employees with clearly defined and documented Level 5 accountabilities. Set performance standards, goals and objectives which are aligned with their performance contracts and reward mechanisms. .5.4.1 Document and communicate the local progressive discipline policy and apply it consistely across the organization, including a description of the consequences for: Non-compliance with legal and regulatory requirements; Unsanctioned deviations from local operating procedures and policies.

3-Moderate

1) Individual Performance Contracts for all, which include R&R 2) Semi-annual Performance reviews 3) Question on this issue was included in the latest Zoomerang survey 1.5.4.1: [no data]

1.6.1

Leadership

Communication and Engagement

Technology Manager

Communicate business context and plans for risk reduction and performance improvement to the workforce.

Level 4

4-Moderate to High

1) Quarterly townhalls with all staff 2) Periodic LT Risk reduction communication is not and ELT offsite meetings, wherein performance is targeted reviewed 3) New quarterly newsletter includes performance highlights 4) Frequently request ELT to pass on important issues with their teams 5) Performance Agenda, which is aligned with scorecards for assets, SPU and wells, is provided weekly/monthly via email and via portal

Target Risk Reductn Comms

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Regularly and consistenly illuminate risk reduction to (where necessary) the entire D&C community.

Rich

2/30/10

11/19/09 -- On track. Roll out of the completed Plan will allow risks to be regularly and consistenly illuminated to ( where necessary ) the entire D&C community. More imnportantly, the risk plan will allow for value opportunities, not just mitigation. 1/21/10 -Thierens to Rich. Target date from 12/30/09 to 2/30/10. RMP and BPRAT rolled out to LT, and Risk Leader established. Need to fully embed in organization.

GoM DC OMS Gap Assessment


ID 1.6.2 Element Leadership Sub-Element Communication and Engagement Sub-Element SPA Technology Manager Statement Communicate to BP employees the process that enables them to report, in confidence, operating concerns and concerns relating to legal compliance or conformance with BP requirements. Conformance Risk Rating Ranking Level 5 4-Moderate to High Evidence Comments 1) Open Talk 2) ELT discussions with staff 3) Compliance issues all handled by GoM Controller 4) Ombudsman process 5) Compliance Audit and annual Ethics Certification includes Code of Conduct discussion 6) Gift register 7) STOP cards 8) SOC 9) Monthly Westlake Campus reporting system 1) D&C follows HR's policies and procedures 2) Cultural reluctance to provide frank and Frank Performance Performance Contracts reviewed 2X/year 3) candid feedback (performance feedback) Feedback Performance Improvement Process is implemented to drive performance upward where needed 4) 360 Feedback for leaders takes place @ 18 months 5) Competency Frameworks 6) Career Atlases by discipline 7) Reward process assesses performance 8) Disciplinary process available 9)Spot Bonus Program 10) Recognition events People 3-Basics/BP Enhance supervisor to employee The importance of open feedback was Nahman performance management process. discussed/communiated to the LT and ELT before the mid year review process. Formal training needs to be offered in December/January to prepare team leaders to give open, objective and performance driven feedback to employees. Select TL's will also be participating in the managing essentials program for 2009/2010.
12/30/09

Webster, Rev.0, 6/16/09

Gap comment

Gap Title

Aggregated Gap

Gap Risk

Broad Corrective Action

Specific Corrective Action(s)

SPA

Target Date

Date, Status

Closed

1.6.3

Leadership

Communication and Engagement

Technology Manager

Apply reward and disciplinary programmes to reinforce and reward behaviours consistent with legal and regulatory requirements and BP requirements

Level 4

4-Moderate to High

10/26/09 -- Informal audit of the LT and ELT validated that mid year reviews were complete by September 2009. We currently do not collect mid year documentation. Training/tools still on schedule to be delivered in December/January addressing the need for candid, quality feedback. Managing essentials nominations have been submitted for 2010 based on need and followup from PDP conversations. The Managing Essentials courses go into greater detail about the enhanced process of giving honest feedback to drive performance within the organization.

1.6.4

Leadership

Communication and Engagement

Technology Manager

Not tolerate retaliatory action against any member of the workforce for reporting in good faith, to line management or in confidence via any available BP process, operating concerns or concerns relating to legal compliance or conformance to BP requirements. Implement and maintain a process to consult with the workforce to identify continuous risk reduction and performance improvement opportunities.

Level 5

3-Moderate

1.6.5

Leadership

Communication and Engagement

Technology Manager

Level 4

4-Moderate to High

1.6.6

Leadership

Communication and Engagement Communication and Engagement

Technology Manager Technology Manager

Develop a Local Operating Management System Handbook and communicate the contents to the workforce. Require leaders to seek feedback at defined intervals on their communication and engagement activities and modify them as needed.

Level 2

4-Moderate to High 4-Moderate to High

1.6.7

Leadership

Level 3

1.7.1

Leadership

Culture

HR Advisor

Define and communicate the desired operating culture and behaviours to the workforce; address behaviours that are inconsistent with the desired culture, and encourage and recognise behaviours that support it.

Level 3

4-Moderate to High

1.7.1

Leadership

Culture

HR Advisor

Define and communicate the desired operating culture and behaviours to the workforce; address behaviours that are inconsistent with the desired culture, and encourage and recognise behaviours that support it.

Level 3

4-Moderate to High

1.7.1

Leadership

Culture

HR Advisor

Define and communicate the desired operating culture and behaviours to the workforce; address behaviours that are inconsistent with the desired culture, and encourage and recognise behaviours that support it.

Level 3

4-Moderate to High

1.7.1

Leadership

Culture

HR Advisor

Define and communicate the desired operating culture and behaviours to the workforce; address behaviours that are inconsistent with the desired culture, and encourage and recognise behaviours that support it.

Level 3

4-Moderate to High

1.7.2

Leadership

Culture

HR Advisor

Assess the operating culture and behaviours at defined intervals and develop improvement plans as needed.

Level 4

4-Moderate to High

1) SPU and D&C LT communicate and adhere to the policy of no toleration of retaliatory action for reporting issues 2) HR monitors and will objectively follow-up on any breaches 3)D&I Agenda/People Agenda sets tone 4) Open Talk program is available/in-place 1) D&C performs an annual anonymous Zoomerang survey 2) For the past two years we have set up a committee of staff to review and group the survey results for presentation back to LT 3) Zoomerang survery results are posted on Sharepoint site 4) JSAs at worksite 5) Informal ELT discussions with staff 6) Crew Engagements 7) Line-by-line procedure reviews 8) After-Action Reviews 9) Lessons Learned discussions 10) Risk Reduction and Performance Improvement Opportunity discussions 11) Peer Assists/Peer Reviews 12) HAZIDs 13) BtB Process 1) D&C LOMS Handbook will be developed prior to move to MOC (transition to OMS) 2) D&C already has a "Way We Work" document 1) Verbal encouragement from LT to ELT and staff 2) Zoomerang surveys 3) 360 Surveys done every 18 months 4) Coaching engagements available 5) Formal coaching/mentoring programs 6) "BP's Behavioral Expections" brochure discusses behaviors for receiving feedback about management style 7) "Managing Essentials" 8) Performance Reviews 1) BP Leadership Model 2) Behavioral Expectations brochure 3) Performance Management Process, including mid-year and annual discussions 4) Performance Improvement plans 5) 360 Feedback 6) Career Atlases 7) Competency Framework 8) LT and HR meetings 9) SDDM 10) PDP reviews and feedback for individuals 11) Succession planning 12) Safety standdowns 13) Stop the Job 14) Townhalls 15) Communications from Neil Shaw 16)Reward processes in place 17) Quarterly telecoms from Andy Ingalls 18) D&C Vision Statement 1) BP Leadership Model 2) Behavioral Expectations brochure 3) Performance Management Process, including mid-year and annual discussions 4) Performance Improvement plans 5) 360 Feedback 6) Career Atlases 7) Competency Framework 8) LT and HR meetings 9) SDDM 10) PDP reviews and feedback for individuals 11) Succession planning 12) Safety standdowns 13) Stop the Job 14) Townhalls 15) Communications from Neil Shaw 16)Reward processes in place 17) Quarterly telecoms from Andy Ingalls 18) D&C Vision Statement 1) BP Leadership Model 2) Behavioral Expectations brochure 3) Performance Management Process, including mid-year and annual discussions 4) Performance Improvement plans 5) 360 Feedback 6) Career Atlases 7) Competency Framework 8) LT and HR meetings 9) SDDM 10) PDP reviews and feedback for individuals 11) Succession planning 12) Safety standdowns 13) Stop the Job 14) Townhalls 15) Communications from Neil Shaw 16)Reward processes in place 17) Quarterly telecoms from Andy Ingalls 18) D&C Vision Statement 1) BP Leadership Model 2) Behavioral Expectations brochure 3) Performance Management Process, including mid-year and annual discussions 4) Performance Improvement plans 5) 360 Feedback 6) Career Atlases 7) Competency Framework 8) LT and HR meetings 9) SDDM 10) PDP reviews and feedback for individuals 11) Succession planning 12) Safety standdowns 13) Stop the Job 14) Townhalls 15) Communications from Neil Shaw 16)Reward processes in place 17) Quarterly telecoms from Andy Ingalls 18) D&C Vision Statement 1) 360 Feedback 2) PAS Pulse Checks 3) Zoomerang 4) Yearly interval of Code of Conduct/Ethics Certification 5) People Agenda 6) Lacy breakfast or lunch with employees 7) Safety Pulse Checks 8) OMS Gap Assessment process 9) One LT visit per rig per month 10) SOC trending to assess culture 11) In-town reviews 12) Bi-weekly meetings with rig from office to discuss safety via telecom

Since the tools are not standard, it is unclear which tool to use at which time

Clarity of Feedback Tools

People

2-Effeciency

Set expectations for supervisor upward feedback.

New 360 degreem feedback tool rolled out. Leadership team to sign up for the process.

Nahman

12/30/09

10/26/09 -- 360 tool rolled out October 1, 2009. Developing a schedule for all LT and ELT to complete the 360 feedback in the next year. The new 360 program mandates 360 feedback every 2 years instead of every 18 months.

No D&C LOMS Manual has been developed Not all team leaders complete 360 reviews every 18 months as required

Develop LOMS Manual

OMS

3-Basics/BP

Implement OMS

LOMS Manual development in progress.

Jassal

10/30/09

11/20: Complete. Local OMS Handbook completed. 10/26/09 -- 360 tool rolled out October 1, 2009. Developing a schedule for all LT and ELT to complete the 360 feedback in the next year.

y y

All TLs Conduct 360

People

3-Basics/BP

Set expectations for supervisor upward feedback.

Schedule all team leaders to complete 360 reviews ASAP once the process opens in October

Nahman

12/30/09

Lack of consistent, high-quality PDP discussions

Inconsistent PDP Discussions

People

3-Basics/BP

Enhance supervisor to employee Launch Development for All. Address PDP Nahman performance management process. issues, communicate the employee and TL responsibility within the process. Develop a consistent PDP process. Audit/check randomly to insure employees feel the process is helpful, effective and informative.

12/30/2009

10/26/09 -- Site will be launched in November. There is a module on PDP discussions. We also have a separate tool kit that another HR Advisor will roll out in 1Q 2010 with more formal training on the process. In our recent employee feedback survey we did solicit feedback on the quality of PDP discussions to give us a baseline for continuous improvement in the future.

Succession planning process not standard/inconsistent

Inconsistent Succession Plng

Organization Management

3-Basics/BP

Develop and embed process for assessing and realigning organizational resources.

Sprague and Rich to use existing process, formilize and communicate. Leaders to hold other accountable for behaviors.

Rich

3/30/10

10/22/09 -- D&C LT will conduct a formal succession planning and critial skills assessment annually as part of its people process. Plans are to hold a session before the end of 1Q 2010. Target date changed from 10/30/09 to 3/30/10. 1/21/10 -- The new organization will include an organization capability lead to manage this process.

Lack of consistent performance management process

Inconsistent Perf Management

People

3-Basics/BP

Enhance supervisor to employee Adhere to ranking guidelines per the annual performance management process. compensation cycle. Train team leaders on effective written and verbal feedback. Complete PIP's as necessary. Communicate behavioural and perfornance expectations clearly and in a timely manner for employees.

Nahman

12/30/09

10/26/09 -- Ongoing, ratings for 2009 due November 11th. We will stay within the guidelines. Effective written and verbal feedback will continue to part of team leader training. A number of D&C employees have been through the Managing Essentials program to provide Effective Performance Feedback, additional managers have been nominated for the 2010 program. Oue expectation is that all TL's complete ME course or demonstrate the competency. 10/26/09 -- Future goal, audit objective setting for 2010.

Inconsistent objective setting and feedback for employees

Inconsistent Objective Setting

People

3-Basics/BP

Enhance supervisor to employee Communication, training, audite of goals and performance management process. objectives to insure consistency.

Nahman

2/30/10

Inconsistent applications of tools and action plans

Incon Culture Asmnt Tools Organization Management

2-Effeciency

Jassal

GoM DC OMS Gap Assessment


ID 2.1.1 Element Organization Sub-Element Organization Structure Sub-Element SPA Drilling Engineering Manager Statement Document and implement an organization structure aligned to manage entity business and operating processes. Conformance Risk Rating Ranking Level 4 5-High Evidence Comments 1) Contained within: D&C Organization Transition White Paper, the "Way We Work" document, 2008 Organizational MoC's 2) All are accessible via D&C Sharepoint Sites 3) R&R 1-pagers 4) Rollouts to different assets/teams 5) Posters with photos 6) 2008 Reorg. of D&C from asset-based to functionbased organization 7) RACI chart for all in new organization 8) Transitioning to new SAP people system 1) Contained within: D&C Organization Transition White Paper, the "Way We Work" document, 2008 Organizational MoC's 2) 1-pager of R&Rs for each position 3) Individuals' annual performance contracts 4) RACI charts 1) Contained within: D&C Organization Transition White Paper, the "Way We Work" document, 2008 Organizational MoC's 2) 1-pager of R&Rs for each position 3) Individuals' annual performance contracts 4) RACI charts 1) Contained within: D&C Organization Transition White Paper, the "Way We Work" document, 2008 Organizational MoC's 2) 1-pager of R&Rs for each position 3) Individuals' annual performance contracts 4) RACI charts Gap comment Gap Title Aggregated Gap Organization Management Gap Risk 2-Effeciency Broad Corrective Action Develop and embed process for assessing and realigning organizational resources. Specific Corrective Action(s) Rich SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

Current process does not consider future Org Changes in Resource organization transitions and changes Plng

2.1.2

Organization

Organization Structure

Drilling Engineering Manager

Establish clear line reporting relationships ensuring leaders Level 4 have a manageable span of control, and BP employees have a clear understanding of their roles, accountabilities and objectives. Establish clear line reporting relationships ensuring leaders Level 4 have a manageable span of control, and BP employees have a clear understanding of their roles, accountabilities and objectives. Establish clear line reporting relationships ensuring leaders Level 4 have a manageable span of control, and BP employees have a clear understanding of their roles, accountabilities and objectives.

5-High

Potential span of control risk

Span of Control

Organization Management

2-Effeciency

Develop and embed process for assessing and realigning organizational resources.

Sprague and Rich to establish Span of Control and communicate.

Rich

10/30/09

10/22/09 -- Closed out. Team leader will review and realign teams to meet span of control recommendations as part of their core responsibility.

2.1.2

Organization

Organization Structure

Drilling Engineering Manager

5-High

Some resources that impact D&C are not Resources Outside D&C under D&C control (e.g., Subsurface, PSCM)

Organization Management

2-Effeciency

Develop and embed process for assessing and realigning organizational resources.

Rich

2.1.2

Organization

Organization Structure

Drilling Engineering Manager

5-High

Still some confusion and poor communication around responsibilities

Responsibility Confusion

Organization Management

2-Effeciency

Develop and embed process for creating achievable performance targets.

Finalization of two process standards will accomplish: LTP process refresh , and AFE process

Jassal

6/30/10

9/20/09: Will review the GFO "0" inputs with the D&C LT on 30 September. GFO"0" will form the basis of what we will be measured against next year. Need to schedule a refresh of the LTP process as well as establish dates and accountabilities for the AFE process development. 14 Jan 10 - D&C LT met on 1 Dec to review the plan for 2010. Another session including the new D&C VP is planned for 15 December to review the 2010 GFO "0" and agreee and assign priorities and milestones for 2010. Updated and aligned AFE process is being drafted along with a standard fgor one papgers for items going to RCM for approval. 8/14/09 -- In place per Thierens. Plan is subject to scrutiny from Segment Risk Authority for D&C ( Hugh Williamson ). There is a very well established internal (to SPU) and external (Segment) review protocol in place and being used and documented for critical and non critical D&C projects where risks are clearly identified. Segment ( TVP for D&C ) has asked for a demonstration of the GOM Risk Management plan in November 2009.

2.1.3

Organization

Organization Structure

Drilling Engineering Manager

Allow functional experts access to entity leaders and independent access to their functional leadership to discuss operating risk concerns.

Level 3

4-Moderate to High

2.1.3

Organization

Organization Structure

Drilling Engineering Manager

Allow functional experts access to entity leaders and independent access to their functional leadership to discuss operating risk concerns.

Level 3

4-Moderate to High

2.1.4

Organization

Organization Structure

Drilling Engineering Manager

Identify activities to be carried out by contractors and other parties and provide BP resources to manage the interfaces.

Level 4

3-Moderate

2.2.1

Organization

People and Competence

Performance Manager

Implement and maintain a people resourcing strategy to Level 2 meet the current and anticipated needs of the business and which assigns accountabilities for recruitment, selection and retention of personnel.

3-Moderate

2.2.2

Organization

People and Competence

Performance Manager

Define required competencies and training for roles to be filled by BP employees, including any legally required training. 2.2.2.1 Identify posts where jobholder competencies and proficiency can significantly impact HSE or operating integrity ("critical jobs"). Develop and maintain a register of those jobs.

Level 3

3-Moderate

1) The D&C Risk Management Plan, in conjuction with the yet-to-be-implemented Wells Advisory Meeting (WAM), will facilitate transparency of risk from top to bottom and across the organization. 2)EA-TA structure in place and ensures access between SPU and funct. 3) MCPC has mandatory reviews at segment level through Discipline VPs on Cat. 1 projects and self-verification on Cat. 2 projects. 4) Wells Director and Wells VP meet quarterly with Segment LTP (Annual Wells Mgrs. meetings and bi-monthly teleconferences). 5)Organizational structure w/ engineer mgrs and operations mgrs provides independent risk verification. 6) Open Talk mechanism, Ombudsman program available to employees 1) The D&C Risk Management Plan, in conjuction with the yet-to-be-implemented Wells Advisory Meeting (WAM), will facilitate transparency of risk from top to bottom and across the organization. 2)EA-TA structure in place and ensures access between SPU and funct. 3) MCPC has mandatory reviews at segment level through Discipline VPs on Cat. 1 projects and self-verification on Cat. 2 projects. 4) Wells Director and Wells VP meet quarterly with Segment LTP (Annual Wells Mgrs. meetings and bi-monthly teleconferences). 5)Organizational structure w/ engineer mgrs and operations mgrs provides independent risk verification. 6) Open Talk mechanism, Ombudsman program available to employees 1) Contained within the "Way We Work" document and supported by the Well Services Organization 2) Clear accountability exists with Ops Managers to manage rig contractors 3) Ops managers and TLs in office manage office-based contractors 4) PSCM 5) Functional reviews 6) Oversight by an account manager 1) Functional organization and the existence of a healthy contract population are hugely helpful in managing uncertainty in strategic business plans 2) While Resource Accountabilities are fairly clear, they are not clearly documented or communicated 3) LTP includes People Forecast populated in the RPD, refreshed annually. 3) Managed move process within function supported by DoC. 3) PDPs inform candidate pool. 4) Have RPD for tracking headcount. 5) The Way we Work document addresses organization. 1) Well Site Leader competencies defined (some work left for "Completions WSLs") 2) CE and DE are progressing well with plans to roll out globally in fall 2010 through D&C function. GoM is supporting; but will need implementation plan 3) "Competency On Line" - to be updated with new competency criteria. COL is being used by Challengers and by Well Site Leaders of the Future. Definitions are being used, but the scoring or grading typically is not useful and needs to be updated 4) Challenger process robust through DAPS, structured program, well-used 5) Also Well Site Leaders of the Future program is robust, structured and well-used 2.2.2.1: a) EAs and TAs identified and in place, reviewed, formal process in place b) Well Site Leaders in place, competency testing, considered safety critical c) D&C Engineering competencies being refreshed d) Specific training requirements for jobs are identified e) VTA identifies and tracks individuals' training status, e.g., well control

D&C Risk Management Plan is not finalized

Finalize Risk Mgt Plan

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Allow access of completed plan and risk information.

Rich

8/30/09

WAM has not been implemented

Implement WAM

Organization Management

3-Basics/BP

Jassal

Inconsistency in CAM process/sector specialists

Inconsistent CAM/SS Process

Contractor Interface

2-Effeciency

Rich

No resourcing strategy written or communicated

People Resourcing Strategy Organization Management

3-Basics/BP

Develop and embed process for assessing and realigning organizational resources.

Finding is inocrrect -- strategy exists reference DE and CE Staffing Strategy Document.

Rich

2.2.2.1: No single register for D&C critical jobs exists

Single Critical Job Register People

1-Excellence

Publish the training registry in VTA. Plan courses. Communicate requirements and train employees in a timely manner.

Nahman

12/30/10

GoM DC OMS Gap Assessment


ID 2.2.2 Element Organization Sub-Element People and Competence Sub-Element SPA Performance Manager Statement Define required competencies and training for roles to be filled by BP employees, including any legally required training. 2.2.2.1 Identify posts where jobholder competencies and proficiency can significantly impact HSE or operating integrity ("critical jobs"). Develop and maintain a register of those jobs. Conformance Risk Rating Ranking Level 3 3-Moderate Evidence Comments Gap comment Gap Title Competency Frmwrk Refresh Aggregated Gap People Gap Risk 1-Excellence Broad Corrective Action Implement Segment Competency Assurance Framework Specific Corrective Action(s) Link the competency framework to the new Development for All Website. SPA Nahman Target Date
6/30/10

Webster, Rev.0, 6/16/09

Date, Status
10/26/09 -- Initially the Development for All site will have links to Functional Leaders, SDDM contacts and the basics around D&C competencies. As the function develops more sophisticated tools, these may be linked to the Development for all site.

Closed n

1) Well Site Leader competencies defined (some The refresh of segment-level work left for "Completions WSLs") 2) CE and DE are competency framework is incomplete progressing well with plans to roll out globally in fall 2010 through D&C function. GoM is supporting; but will need implementation plan 3) "Competency On Line" - to be updated with new competency criteria. COL is being used by Challengers and by Well Site Leaders of the Future. Definitions are being used, but the scoring or grading typically is not useful and needs to be updated 4) Challenger process robust through DAPS, structured program, well-used 5) Also Well Site Leaders of the Future program is robust, structured and well-used 2.2.2.1: a) EAs and TAs identified and in place, reviewed, formal process in place b) Well Site Leaders in place, competency testing, considered safety critical c) D&C Engineering competencies being refreshed d) Specific training requirements for jobs are identified e) VTA identifies and tracks individuals' training status, e.g., well control

2.2.2

Organization

People and Competence

Performance Manager

Define required competencies and training for roles to be filled by BP employees, including any legally required training. 2.2.2.1 Identify posts where jobholder competencies and proficiency can significantly impact HSE or operating integrity ("critical jobs"). Develop and maintain a register of those jobs.

Level 3

3-Moderate

1) Well Site Leader competencies defined (some Completions Well Site Leader Compl WSL Competencies People work left for "Completions WSLs") 2) CE and DE are competencies not defined and integrated progressing well with plans to roll out globally in fall with existing programs 2010 through D&C function. GoM is supporting; but will need implementation plan 3) "Competency On Line" - to be updated with new competency criteria. COL is being used by Challengers and by Well Site Leaders of the Future. Definitions are being used, but the scoring or grading typically is not useful and needs to be updated 4) Challenger process robust through DAPS, structured program, well-used 5) Also Well Site Leaders of the Future program is robust, structured and well-used 2.2.2.1: a) EAs and TAs identified and in place, reviewed, formal process in place b) Well Site Leaders in place, competency testing, considered safety critical c) D&C Engineering competencies being refreshed d) Specific training requirements for jobs are identified e) VTA identifies and tracks individuals' training status, e.g., well control 1) See 2.2.2 comments 2) Competencies need to be defined and in place prior to plans to close gaps 3) Most DE and CE roles assumed "production-critical" 4) D&C Organization is in good shape with safety critical roles and training - particularly for Well Site Leaders 5) Performance Appraisals done semiannually 2.2.3.1: a) Production maps, training catalogs exist and are being refreshed to be a curriculum b) Team Leaders are required to attend Managing Essentials c) Career Atlas is being refreshed and will be rolled out soon d) Open PDP discussions with DoC, HR, LT involvement e) Verification comes from presenting PDP to the LT 1) See 2.2.2 comments 2) Competencies need to be defined and in place prior to plans to close gaps 3) Most DE and CE roles assumed "production-critical" 4) D&C Organization is in good shape with safety critical roles and training - particularly for Well Site Leaders 5) Performance Appraisals done semiannually 2.2.3.1: a) Production maps, training catalogs exist and are being refreshed to be a curriculum b) Team Leaders are required to attend Managing Essentials c) Career Atlas is being refreshed and will be rolled out soon d) Open PDP discussions with DoC, HR, LT involvement e) Verification comes from presenting PDP to the LT 1) Offshore rigs and facilities have rigorous induction in place 2) New Employee Induction Process at Westlake is required before new hires get a badge 3) Experienced hires go through "Discover BP" program 4) Visitors to be escorted while in building 5) HSE info on badge 6) STOP, SOC used at office 2.2.4.1: N/A to D&C, as OMS not yet in place 1) VTA Training records are maintained, but nonVTA training records are up to the individual 2) Evaluation of training effectiveness likely to be done for BP at Function level with GoM support 3) Good job with Challenger population 4) BP training courses require feedback at end of course 5) DTA courses audited by BP advisors 6) Performance conversations, assessments of skills, evaluating performance 2.2.5.1: N/A, as D&C does not use CMAS in GoM 2.2.3.1: Learning Progression Maps and Lrng Progrssn Map Refresh People D&C Curriculum not yet refreshed

3-Basics/BP

Implement Segment Competency Assurance Framework

Work with Ken Tucker, Keith Daigle and John Smart to formalize the program.

Nahman

3/30/2010

10/26/09 -- This is a function deliverable. Jennifer to work with the discipline to insure these things are complete. Ken Tucker and Mike Wise have completed extensive work in this area on competencies and the 10 year plan.

2.2.3

Organization

People and Competence

Performance Manager

Assess BP employees on entry into safety and production critical roles, and at defined intervals thereafter, against the required competencies for their role, record assessments, identify any gaps, and take identified training and development action to close them. 2.2.3.1 Base training offers on recommended curricula from the function and involve the team leader in defining specific additional training necessary to achieve required competency and proficiency levels.

Level 2

3-Moderate

1-Excellence

Enhance supervisor to employee Work with the organization capability tags and performance management process. the training group to develop a training plan.

Nahman

6/30/10

10/26/09 -- Will work with Tucker to make sure this is complete.

2.2.3

Organization

People and Competence

Performance Manager

Assess BP employees on entry into safety and production critical roles, and at defined intervals thereafter, against the required competencies for their role, record assessments, identify any gaps, and take identified training and development action to close them. 2.2.3.1 Base training offers on recommended curricula from the function and involve the team leader in defining specific additional training necessary to achieve required competency and proficiency levels.

Level 2

3-Moderate

No standard process for initial assessment of new employees except for EA and TA roles

Initial Competency Assessment

People

2-Effeciency

Implement Segment Competency Assurance Framework

Audit the training requirements against individual training history. Plan for annual, required training to occur.

Nahman

12/30/10

10/26/09 -- Will work with Tucker to make sure this is complete.

2.2.4

Organization

People and Competence

Performance Manager

Perform induction training covering HSSE and emergency Level 5 procedures for new or transferred BP employees, contractor employees and visitors. 2.2.4.1 Include the local OMS as part of new employee orientation.

4-Moderate to High

2.2.4.1: OMS not included as part of new employee orientation

OMS New Emp Orient

OMS

1-Excellence

Webster to include local OMS as part of new employee induction

Jassal

3/30/10

1/21/10 -- process document modified and posted at 2.2.4.1

2.2.5

Organization

People and Competence

Performance Manager

Maintain training materials and records, evaluate training effectiveness at defined intervals, and implement identified improvements as needed. 2.2.5.1 Implementa CMAS-ican when migrating or upgrading the local business to an electronic competency assurance system.

Level 3

2-Low to Moderate

No clear process for documenting nonVTA training

Document non-VTA training People

2-Effeciency

Track and enter all training into VTA

Nahman

12/30/10

2.2.5

Organization

People and Competence

Performance Manager

Maintain training materials and records, evaluate training effectiveness at defined intervals, and implement identified improvements as needed. 2.2.5.1 Implementa CMAS-ican when migrating or upgrading the local business to an electronic competency assurance system.

Level 3

2-Low to Moderate

1) VTA Training records are maintained, but nonTraining/follow-up gaps exist for postVTA training records are up to the individual 2) Challenger level engineers Evaluation of training effectiveness likely to be done for BP at Function level with GoM support 3) Good job with Challenger population 4) BP training courses require feedback at end of course 5) DTA courses audited by BP advisors 6) Performance conversations, assessments of skills, evaluating performance 2.2.5.1: N/A, as D&C does not use CMAS in GoM 1) Performance Management processes in place and adhered to 2) Very good job with PDP fest and feedback to engineers 3) Challenger Program structured and in place 4) SDDM ensures the Business Performance Management of people, succession planning, employing and developing staff. 5) PAS, SPU, D&C Zoomerang

Post-Challenger Training

People

2-Effeciency

Enhance supervisor to employee Partner with training and the organizational performance management process. capability group to get non-VTA into the VTA training/tracking system.

Nahman

6/30/10

10/26/09 -- Will work with Tucker and Kathryn Connor to make sure this is complete.

2.2.6

Organization

People and Competence

Performance Manager

Implement and maintain performance management and career development processes to monitor and improve individual performance and enhance contribution.

Level 5

4-Moderate to High

GoM DC OMS Gap Assessment


ID 2.3.1 Element Organization Sub-Element Operating Discipline Sub-Element SPA Director Statement Require members of the workforce to stop work that they consider unsafe or likely to cause loss of containment causing damage to the environment. 2.3.1.1 Implement a local policy which defines the expectations to stop work that is unsafe, non-compliant with environmental regulations or not conforming to BP requirements. Conformance Risk Rating Ranking Level 4 5-High Evidence Comments 1) SPM Control of Work C1.L discusses stop work authority 2) Short-service employee training has an element of Stop Work Authority 3) Drilling contractors also have as part of their core management systems the mandate to stop the job if unsafe 4) Stop the job issuess are reviewed at safety meetings, recognizing individuals for taking the time to stop unsafe work 5) Bridging documents for SPM 6) Rig calls in the mornings 7) STOP card observation process in place (office) 2.3.1.1: We comply with the SPU process addressed in 2.3.1 1) Code of Conduct 2) Annual Code of Ethics Certification 3) Contract language requires contract employees to follow all laws and company policies 4) Rig meetings/reviews include consequences of noncompliance 5) Contractors have their own programs and policies 6) Included in offshore orientation program (onboarding; BP license to go offshore program) 1) Compliance Management System 2) D&C HSSE self-assessments 3) SOC 4) Periodic CPET audits 5) "Compliance Minute" featured on whiteboard on rig 6) MMS, USCG audits 7) S&O audits 8) Group Defined Practice audits 9) D&C follows Progressive discipline 10) JSEA, Operating Procedures 1) Bi-weekly Barnyard, and Team meetings 2) Well No systemmatic process for including Site Leader meetings 3) Annual Contractor HSE new employees in the sharing network, meetings 4) Engineer mobility between teams 5) e.g., how to find out about/sign up to be Wells Managers Telecom 6) Semi-weekly Ops on specific, job-related e-mail lists meetings 7) D&C networks probably a bit better connected with lessons sharing globally through Com Ex Network 8) Good job with HSSE reports and distribution, e.g. GoM LL sharing http://gom.bpweb.bp.com/operationsandhsse/hsse/le ssonslearned/Pages/IncidentsandLearning.aspx 9) Bimonthly HSE performance reviews with drilling contractors 10) GoM D&C has in place a Post Well Review Recommended Practice that captures variances and Lessons Learned 11) Implementation plans are identified 12) Team Link is used as a D&C standard tool for capturing Lessons Learned 13) Technical Limit process and workshops are part of the standard D&C BtB process 14) Use output from PWR 1) D&C function using global benchmarks (days/10K, day/completion) 2) Intervention uses WETS 3) Widely distributed reports and metrics for HSSE 4) Purple Book is a performance benchmarking book 5) D&C networks 6) DWOG, CWOG 7) Rushmore Benchmarking 1) Embedding HSSE Lessons Learned through No process exists to prioritize formal process 2) Global high-value HSSE learnings opportunities and learnings universally 3) LT has developed collective priorities for 2009 across the broader organization Orient to Sharing Tools Learnings/Tracking 2-Effeciency Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Prepare comprehensive lists of meetings for new employees. Sprague
2/28/10

Webster, Rev.0, 6/16/09

Gap comment

Gap Title

Aggregated Gap

Gap Risk

Broad Corrective Action

Specific Corrective Action(s)

SPA

Target Date

Date, Status

Closed

2.3.2

Organization

Operating Discipline

Director

Define and communicate to the workforce the consequences Level 4 of non-compliance with legal and regulatory requirements, BP requirements and local operating procedures and practices.

4-Moderate to High

2.3.3

Organization

Operating Discipline

Director

Monitor workforce understanding and observance of legal and regulatory requirements, BP requirements and local operating procedures and practices. Apply defined consequences for non compliance.

Level 5

4-Moderate to High

2.4.1

Organization

Organizational Learning

Completions Engineering Manager

Share high value learnings and other lessons learned from incident or other local operating investigations and good operating practices with other members of BP Group.

Level 4

4-Moderate to High

1/21/10 -- The onboarding process pulls in new employees to understand sharing networks; TL's include this in their induction. Closed per Sprague

2.4.2

Organization

Organizational Learning

Completions Engineering Manager

Benchmark good operating practices from across the BP Group and/or external sources to identify opportunities for risk reduction and operating performance improvement.

Level 5

4-Moderate to High

2.4.3

Organization

Organizational Learning

Completions Engineering Manager

Prioritise and incorporate into the local OMS specific improvement opportunities identified through self assessments, audits, annual management reviews, project reviews, incident investigations, high value learnings and benchmarked good practice.

Level 2

4-Moderate to High

Prioritize Learnings

Learnings/Tracking

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Handoff to Tink HSSE Committee. Need to enable ELT collective priorities/review at Townhall HSE plan

Tink

10/30/09

1/18/10 -- responsibility to Tink from Sprague per Rich

2.5.1

Organization

Working with Contractors

Rigs and Wells Designate BP employee and contractor employee roles Level 4 Services Manager which have accountability for the management of contracts, the safety of the contractor employees and the safety of their work activity.

4-Moderate to High

1) Employee Roles and Responsibilites documents for PSCM and D&C personnel are established 2) Each contract is assigned to a specific PSCM 3) Some D&C subsector specialists are assigned 4) Supplier Business Plans (under development) 5) GoM D&C Sharepoint Site on Well Services/PSCM (Contract Briefings) 6) Per NAWS Master contract see Section 2, General Conditions of Contract, Definitions (responsibilities delineated) 7) PSCM Contract Specialists have responsibility to issue and maintain current contracts 8) Wells Team Leaders and BP field personnel monitor contractor employee work safety activity 9) CPET Committee audits the safety management systems of contractors to ensure documentation and implementation of programs 10) Contractors are explained the HSSE requirements before execution of contracts 11) Drilling Contractors' HSSE Steering Committee manages ongoing HSE peformance of operations 12) BP's Code of Conduct is applied which covers: health, safety, security and the environment; employees; business partners; governments and communities; company assets and financial integrity

2.5.2

Organization

Working with Contractors

Rigs and Wells Implement a process to screen and select contractors based Level 4 Services Manager on a combination of their capability, contractor employee competency, financial viability and HSSE performance, taking into account the technical, commercial and HSSE risks of the specific work.

5-High

1) NAWS Project RFPs (T&Cs, Scope of Work documents) and Bid Evaluation Sheets 2) GoM Prequalification Process 3) BP lead interviews of potential contractors 4) CVs of Contractors 5) Use of SPM, GWSI Scorecards 6) Semi-annual Performance Reviews 7) Contractor Performance Evaluation Team (CPET) Process is utilized to review contractors to verify existence and implementation of safety management systems programs 8) Sampling of contractor training records is taken to verify that required training is taking place to complete competencies 9) Contractor's industry and BP GoM TRIR are reviewed to compare to minimum thresholds 10) Scope of Work is rated to determine level of risk that is being created 11) Contracts tracked via red-yellow-green system, and monthly reports are generated for PSCM leadership 12) BP's Code of Conduct is applied, which covers: health, safety, security and the environment; employees; business partners; governments and communities; company assets and financial integrity

GoM DC OMS Gap Assessment


ID 2.5.3 Element Organization Sub-Element Working with Contractors Sub-Element SPA Statement Conformance Risk Rating Ranking Level 4 4-Moderate to High Evidence Comments 1) The HSSE requirements contract exhibit is attached to contract and signed off by contractor 2) Additional HSSE requirements, those that apply due to scope of work, are accepted by contractor by initialing next to that specific HSSE requirement 3) Contractors are required to hold subcontractors to same BP HSSE requirements followed by contractor 4) There are specific training requirements for specific required training, tracked by Operations personnel and VTA training department 5) (Section 7-HSSE), Joint Buisness Plans address HSSE Requirements/Goals 6) http://gom.bpweb.bp.com/operationsandhsse/hsse/sa fety/cpet/Pages/default.aspx 7) BP's Code of Conduct is applied which covers: health, safety, security and the environment; employees; business partners; governments and communities; company assets and financial integrity 1) BP contracts stipulates per Exhibit "D" HSSE & Environmental requirements 2) Bridging documents established with drilling contractors that define which requirements apply (BP's or contractor's) 3) CPET audits confirm demonstration 4) HSSE Requirements Contract Exhibit states that contractors must meet HSSE requirements and contractor shall ensure that any subcontractor it employs also meet these requirements 5) Audit report checks to ensure that contractor is communicating HSSE requirements to employees and to subcontractor employees 6) Audit reports check to see that contractor HSSE staff is communicating contractor HSSE goals to employees 7) BP employees check onsite activities of contractor employees to stress adherence to safety rules 2.5.4.1: a) BP - License to go offshore (6-in-1), TWIC and Safe-Gulf required for all, and screened for at helibase b) Facility (onsite) induction c) DWOPs and CWOPs prior to project 1) Under the audit clause in BP's MSA, company can request, inspect, and audit financial information, technical documents, performance records, etc. 2) Implement IM Accountability in Contract per Section 5, rev. D document 3) Wells Team Leaders and BP field personnel monitor contractor employee work activity safety 4) Periodic reviews by CPET are via HSSE audits on a three-year cycle and a twelvemonth cycle when there are audit findings that need to be followed to closure 1) Currently hold Performance Reviews twice a year Currently, the GWSI system is inefficient GWSI Inefficient 2) Done intentionally for 80% of our spend 3) Utilize and inconsistent; working to refresh SPM GWSI scorecard system to provide job performance system feedback for local and Global reviews 4) CPET process audit review is the system used to document contractor compliance with BP HSSE requirements 5) Safety performance is reviewed weekly by CPET to see if any contractors have experienced any safety incidents, HIPOs, or have been involved in any major incident announcements 6) Audit report grading scale ranges from 1 to 5 (5 being the best score), and audit report and findings are presented at CPET meetings that are attended by personnel from Operations, PSCM and HSSE 7) Based on audit results, TRIR safety performance and Sector Leader input, a HSSE status is assigned to the contractor that was audited 1) Currently hold Performance Reviews twice a year Suppliers don't own our NPT to meet our Supplier NPT Ownership 2) Done intentionally for 80% of our spend 3) Utilize requirements GWSI scorecard system to provide job performance feedback for local and Global reviews 4) CPET process audit review is the system used to document contractor compliance with BP HSSE requirements 5) Safety performance is reviewed weekly by CPET to see if any contractors have experienced any safety incidents, HIPOs, or have been involved in any major incident announcements 6) Audit report grading scale ranges from 1 to 5 (5 being the best score), and audit report and findings are presented at CPET meetings that are attended by personnel from Operations, PSCM and HSSE 7) Based on audit results, TRIR safety performance and Sector Leader input, a HSSE status is assigned to the contractor that was audited 1) D&C teams produce risk registers either using BPRAT or using one of a number of different Excelbased spreadsheets 2) Registers do include risks associated with operating performance, risk reduction measures and pre-response impacts and probabilities for each identified risk 3) Some registers also include post-response impacts 4) Registers are updated regularly by the teams and part of the CVP stage-gate process with the process facilitated by the common process coordinators 5) Annual reporting to London by SPU - D&C will feed into that reporting 3.1.1.1: We are following the SPU major risk management policy There are inconsistencies across the teams/CPOL Coordinators in the way risk registers are produced and managed, e.g. formats, variety of different tools Contractor Interface 2-Effeciency Rich Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

Rigs and Wells Define contractually and inform contractors of the entitys Services Manager HSSE requirements for the services and equipment to be provided, the scope of work of the contract and identified boundary conditions.

2.5.4

Organization

Working with Contractors

Rigs and Wells Contractually require contractors to communicate the entitys Level 4 Services Manager HSSE requirements to their employees and subcontractors and demonstrate that they follow them. 2.5.4.1 Confirm that contractor and subcontractor personnel receive a site or project-specific induction that highlights BP's HSSE expectations, site hazards, and compliance tasks to be accomplished by them. Require contractor and subcontractor personnel to confirm in writing that they have received and accept their obligations. Assign accountability to a BP representative to confirm that the contractor satisfactorily completes compliance tasks.

4-Moderate to High

2.5.5

Organization

Working with Contractors

Rigs and Wells Contractually require contractors to confirm at defined Services Manager intervals that their employees are competent and their equipment is fit for service, and their work is carried out in compliance with entity requirements.

Level 4

4-Moderate to High

2.5.6

Organization

Working with Contractors

Rigs and Wells Evaluate contractor performance at defined intervals to Level 4 Services Manager provide feedback, lessons learned and a basis for improving future contractor selection and performance.

5-High

2.5.6

Organization

Working with Contractors

Rigs and Wells Evaluate contractor performance at defined intervals to Level 4 Services Manager provide feedback, lessons learned and a basis for improving future contractor selection and performance.

5-High

Contractor Interface

2-Effeciency

Rich

3.1.1

Risk

Risk Assessment and Management

Director

Develop and then update at least annually an entity level risk Level 3 register which considers hazards and risks relating to operating performance. The risk register shall include the assessed impact and probability for each identified entity level risk and identify plant, process, people and performance risk reduction measures that are in place to manage those risks. 3.1.1.1 Document and implement a major hazards risk management policy.

5-High

CPOL Coord Inconsistency Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Create a standard risk register format. Rich Standardize the risk management process and the risk management tool throughout the D&C function.

12/30/09

11/19/09 -- On track. The Risk Management Plan will provide the guidance. 1/21/10 -Thierens to Rich. RMP/BPRAT process now in place for consistency. Closed per Rich

GoM DC OMS Gap Assessment


ID 3.1.1 Element Risk Sub-Element Risk Assessment and Management Sub-Element SPA Director Conformance Risk Rating Ranking Develop and then update at least annually an entity level risk Level 3 5-High register which considers hazards and risks relating to operating performance. The risk register shall include the assessed impact and probability for each identified entity level risk and identify plant, process, people and performance risk reduction measures that are in place to manage those risks. 3.1.1.1 Document and implement a major hazards risk management policy. Statement Evidence Comments Gap comment Gap Title Aggregation of Risk Aggregated Gap Risk Management Gap Risk 3-Basics/BP Broad Corrective Action Develop and implement comprehensive Risk Management Plan Specific Corrective Action(s) Develop and incorporate aggregation feature within BP RAT to support the aggregation of risks across projects and assets. Rich SPA Target Date
12/30/09

Webster, Rev.0, 6/16/09

Date, Status
11/19/09 -- On track. Aggregation feature has been developed and will be incorporated within BP RAT. Developed but further review planned (qualitative vs. quantitative assessments). 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to aggregate risk. Closed per Rich

Closed y

1) D&C teams produce risk registers either using BP- There is limited (to no) aggregation of RAT or using one of a number of different Excelrisks based spreadsheets 2) Registers do include risks associated with operating performance, risk reduction measures and pre-response impacts and probabilities for each identified risk 3) Some registers also include post-response impacts 4) Registers are updated regularly by the teams and part of the CVP stage-gate process with the process facilitated by the common process coordinators 5) Annual reporting to London by SPU - D&C will feed into that reporting 3.1.1.1: We are following the SPU major risk management policy 1) D&C teams produce risk registers either using BP- Not all risks are captured or addressed, RAT or using one of a number of different Excele.g., IM, MAR based spreadsheets 2) Registers do include risks associated with operating performance, risk reduction measures and pre-response impacts and probabilities for each identified risk 3) Some registers also include post-response impacts 4) Registers are updated regularly by the teams and part of the CVP stage-gate process with the process facilitated by the common process coordinators 5) Annual reporting to London by SPU - D&C will feed into that reporting 3.1.1.1: We are following the SPU major risk management policy

3.1.1

Risk

Risk Assessment and Management

Director

Develop and then update at least annually an entity level risk Level 3 register which considers hazards and risks relating to operating performance. The risk register shall include the assessed impact and probability for each identified entity level risk and identify plant, process, people and performance risk reduction measures that are in place to manage those risks. 3.1.1.1 Document and implement a major hazards risk management policy.

5-High

All Risks Captured

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Assure evaluation of all risks and capture as necessary within the new risk management plan. Use Standard Risk to help ensure all risk types are considered.

Rich

12/30/09

11/19/09 -- on track. Standard risks developed. All risks are being captured within the new RMP. Guidance document is being worked now. 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to address all risk. Closed per Rich

3.1.1

Risk

Risk Assessment and Management

Director

Develop and then update at least annually an entity level risk Level 3 register which considers hazards and risks relating to operating performance. The risk register shall include the assessed impact and probability for each identified entity level risk and identify plant, process, people and performance risk reduction measures that are in place to manage those risks. 3.1.1.1 Document and implement a major hazards risk management policy.

5-High

1) D&C teams produce risk registers either using BP- No common standard benchmark for risk Standard Risk Comparison Risk Management comparison/levelling; no standard RAT or using one of a number of different Excelguideline exists based spreadsheets 2) Registers do include risks associated with operating performance, risk reduction measures and pre-response impacts and probabilities for each identified risk 3) Some registers also include post-response impacts 4) Registers are updated regularly by the teams and part of the CVP stage-gate process with the process facilitated by the common process coordinators 5) Annual reporting to London by SPU - D&C will feed into that reporting 3.1.1.1: We are following the SPU major risk management policy 1) D&C teams produce risk registers either using BP- Nonexistent D&C common risk register RAT or using one of a number of different Excel(bottoms up) based spreadsheets 2) Registers do include risks associated with operating performance, risk reduction measures and pre-response impacts and probabilities for each identified risk 3) Some registers also include post-response impacts 4) Registers are updated regularly by the teams and part of the CVP stage-gate process with the process facilitated by the common process coordinators 5) Annual reporting to London by SPU - D&C will feed into that reporting 3.1.1.1: We are following the SPU major risk management policy 1) Communication of risk reduction measures is achieved through a number of methods ranging from stage gate meetings during the planning process, regular project team meetings, one-on-one meeting between the risk champion and the risk owner to sending out risk updates to the teams 2) BowTies have been used to communicate MAR risks to the drilling contractor operating the rigs on BP platforms 3) Root Cause Failure Analysis - putting standards around risks (e.g., lessons learned one-pagers; incident reports; ad hoc task groups; RCFAs) There are inconsistencies across the teams on how risks and risk reduction measures are communicated to the various levels of the organization, e.g. offshore teams, limited use of BowTies, not all risks captured by teams (MAR) and MODU Operations, engagement of drilling contractor Common Risk Register Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Address leveling and comparison of risks and their aggregated impact on the SPU within the new risk tool and management process.

Rich

12/30/09

11/19/09 -- On track. Mechanism incorporated in process and tool. Guidance document is being worked now. 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to address levelling/consistency. Closed per Rich

3.1.1

Risk

Risk Assessment and Management

Director

Develop and then update at least annually an entity level risk Level 3 register which considers hazards and risks relating to operating performance. The risk register shall include the assessed impact and probability for each identified entity level risk and identify plant, process, people and performance risk reduction measures that are in place to manage those risks. 3.1.1.1 Document and implement a major hazards risk management policy.

5-High

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Develop D&C risk register to capture high level Rich D&C risks

12/30/09

11/19/09 -- on track. 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to capture high level risks. Closed per Rich

3.1.2

Risk

Risk Assessment and Management

Director

Develop and then update at least annually an entity level risk Level 2 register which considers hazards and risks relating to operating performance. The risk register shall include the assessed impact and probability for each identified entity level risk and identify plant, process, people and performance risk reduction measures that are in place to manage those risks. 3.1.1.1 Document and implement a major hazards risk management policy.

5-High

Risk Communication

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Communicate risks to all stakeholders through Rich enhancements to the BP RAT tool and through the use of BowTies for MARs.

12/30/09

11/19/09 -- Complete. Transparency of risks is achieved through BP RAT.

3.1.2

Risk

Risk Assessment and Management

Director

At least annually communicate the importance of the risk reduction measures put in place to manage the identified entity level risks, and the reasons for them, to those members of the workforce who apply them and to those members of the workforce who may be affected by the identified entity level risks.

Level 2

5-High

The communication of risk reduction 1) Communication of risk reduction measures is achieved through a number of methods ranging from methods is not clear and there is no guideline in place stage gate meetings during the planning process, regular project team meetings, one-on-one meeting between the risk champion and the risk owner to sending out risk updates to the teams 2) BowTies have been used to communicate MAR risks to the drilling contractor operating the rigs on BP platforms 3) Root Cause Failure Analysis - putting standards around risks (e.g., lessons learned one-pagers; incident reports; ad hoc task groups; RCFAs)

Risk Reduction Comm

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Enhance the BP RAT tool and use new Rich standardized reports to achieve communication of risk reduction.

12/30/09

11/19/09 -- complete. Capability of mapping on 8x8 matrix and the 4x4 matrix.

3.1.2

Risk

Risk Assessment and Management

Director

At least annually communicate the importance of the risk reduction measures put in place to manage the identified entity level risks, and the reasons for them, to those members of the workforce who apply them and to those members of the workforce who may be affected by the identified entity level risks.

Level 2

5-High

The tools used to communicate risk and Collaborative Risk Comm 1) Communication of risk reduction measures is achieved through a number of methods ranging from risk reduction measures are not conducive to collabrative environments stage gate meetings during the planning process, regular project team meetings, one-on-one meeting between the risk champion and the risk owner to sending out risk updates to the teams 2) BowTies have been used to communicate MAR risks to the drilling contractor operating the rigs on BP platforms 3) Root Cause Failure Analysis - putting standards around risks (e.g., lessons learned one-pagers; incident reports; ad hoc task groups; RCFAs) 1) This is the first go-around for a gap assessment of D&C is still operating as decentralized the D&C's operating activities against the group vs. a central organization essentials, GDPs and segment requirements 2) Each group within D&C has its own set of requirements and conducts periodic assessments against these as/when a need arises Still Operating Decentralized

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Enhance the BP RAT tool and use new Rich standardized reports to achieve communication and collaboration of risk reduction.

12/30/09

11/19/09 -- complete. Capability of mapping on 8x8 matrix and the 4x4 matrix.

3.1.3

Risk

Risk Assessment and Management

Director

At least annually update a gap assessment of the entitys Level 2 operating activities against the Group Essentials, GDPs and segment, SPU and entity requirements. The gap assessment against the Group Essentials requires a full assessment with a facilitator who is external to the entity when first transitioning to OMS and thereafter every 3 years.

4-Moderate to High

Organization Management

3-Basics/BP

Jassal

GoM DC OMS Gap Assessment


ID 3.1.4 Element Risk Sub-Element Risk Assessment and Management Sub-Element SPA Director Statement Use the gap assessment results to identify and prioritise opportunities for risk reduction and performance improvement that can be delivered through improvements to both the specification and application of the plant, process, people and performance risk reduction measures that constitute the local OMS. Conformance Risk Rating Ranking Level 2 4-Moderate to High Evidence Comments 1) Gap assessments results identified against the entity requirements are captured and recorded in Lessons Learned sessions 2) These lessons are incorporated into the future project phases by updating existing plans, procedures or equipment requirements or they are incorporated into new projects right away There are a variety of processes in place: 1. Some teams use Teamlink, 2. Some teams have their own database, 3. Lesson Learned sessions and record items while other teams may not 1) Gap assessments results identified against the entity requirements are captured and recorded in Lessons Learned sessions 2) These lessons are incorporated into the future project phases by updating existing plans, procedures or equipment requirements or they are incorporated into new projects right away There are a variety of processes in place: 1. Some teams use Teamlink, 2. Some teams have their own database, 3. Lesson Learned sessions and record items while other teams may not 1) Btb, MPcp are two main procedures used within each D&C team to identify, assess and manage operating risk 2) Each procedure contains its own matrix for determining impacts and probabilities, which are different from the OMS 3.1 matrix 1) Btb, MPcp are two main procedures used within each D&C team to identify, assess and manage operating risk 2) Each procedure contains its own matrix for determining impacts and probabilities, which are different from the OMS 3.1 matrix 1) Btb, MPcp are two main procedures used within each D&C team to identify, assess and manage operating risk 2) Each procedure contains its own matrix for determining impacts and probabilities, which are different from the OMS 3.1 matrix 1) Risk assessments and risk management controls measures are documented by all teams 2) Within the projects group, these are presented at each stage gate for approval prior to proceding to the next phase 3) Within operations, these are reviewed on a regular basis by the teams 3.1.6.1.: Residual risk can be carried throughout stage gates, and from engineers who go from design to operate Gap comment Gap Title Aggregated Gap Risk Management Gap Risk 3-Basics/BP Broad Corrective Action Develop and implement comprehensive Risk Management Plan Specific Corrective Action(s) Provide consistency across the function for Rich managing, recording and prioritizing risks in the enhancements to BP RAT and the Risk Management Plan. SPA Target Date
12/30/09

Webster, Rev.0, 6/16/09

Date, Status
11/19/09 -- complete per OMS, BtB and MPcp.

Closed y

There are inconsistencies across the Inconsistent Risk Red. D&C function in the way opportunities for Process risk reduction are identified, recorded and prioritized

3.1.4

Risk

Risk Assessment and Management

Director

Use the gap assessment results to identify and prioritise Level 2 opportunities for risk reduction and performance improvement that can be delivered through improvements to both the specification and application of the plant, process, people and performance risk reduction measures that constitute the local OMS.

4-Moderate to High

There are no common guidelines that Incon Risk Asmnt Process teams can follow, nor is there a standard tool to manage this process

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Provide the tools to maintain common approaches in the enhanced BP RAT and the Risk Management Plan.

Rich

12/30/09

11/19/09 -- BP rat complete. Working on recommended practice now. 1/21/10 -Thierens to Rich. RMP/BPRAT process now in place. Closed per Rich

3.1.5

Risk

Risk Assessment and Management

Director

Identify and apply tools to assess operating risks commensurate with the particular types of risk presented

Level 2

4-Moderate to High

Application of BtB and MPcp is varied across the teams, mainly in the way registers are developed

Incon BtB and MPCP Registers

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Support the common application of BtB and MPcp through a standard register.

Rich

12/30/09

11/19/09 -- complete. Standard registers and process in place.

3.1.5

Risk

Risk Assessment and Management

Director

Identify and apply tools to assess operating risks commensurate with the particular types of risk presented

Level 2

4-Moderate to High

Risk assessment and prioritization is not Align Risk Asmnt to OMS in alignment with OMS 3.1

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Support the compliance to OMS 3.1 within the risk management plan and the enhanced tool.

Rich

12/30/09

11/19/09 -- complete. In conformance with 3.1. Continuous improvement will include roles/responsibility, budget process and aggregation feature.

3.1.5

Risk

Risk Assessment and Management

Director

Identify and apply tools to assess operating risks commensurate with the particular types of risk presented

Level 2

4-Moderate to High

No common set of reviewers for every well (project) risk (levelling)

Cnsistnt Team Risk Levelling

Risk Management

2-Effeciency

Develop and implement comprehensive Risk Management Plan

Cover guidance in the new risk management plan.

Rich

12/30/09

11/19/09 -- recommended practice is being drafted. 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to cover reviewers. Closed per Rich

3.1.6

Risk

Risk Assessment and Management

Director

Document risk assessments and risk management control Level 4 measures and include them in project approval documentation. 3.1.6.1 Document and manage residual risk throughout the project cycle; Record and communicate residual risk carried from one stage gate to another; Assign accountabilities for recording and communicating residual risks at each stage gate; Confirm that projects document and communicate hazards, residual risks and safeguards to be managed by operations in the Operate stage of a project, prior to handover to operations. Document risk assessments and risk management control Level 4 measures and include them in project approval documentation. 3.1.6.1 Document and manage residual risk throughout the project cycle; Record and communicate residual risk carried from one stage gate to another; Assign accountabilities for recording and communicating residual risks at each stage gate; Confirm that projects document and communicate hazards, residual risks and safeguards to be managed by operations in the Operate stage of a project, prior to handover to operations. Systematically identify personal safety hazards, assess risk, Level 4 and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risk, and use as an input to the entity risk register. Personal safety hazards include but are not limited to breaking containment, working at heights, confined space entry, energy isolation, ground disturbance, power tools, electrocution, cranes and other lifting devices. 3.2.1.1 Engage the workforce in the identification, assessment and mitigation of safety-related hazards through a documented process; Assess the engagement process at a frequency set by the local business and implement corrective actions as appropriate.

4-Moderate to High

There are inconsistencies across the teams on how these items are documented and reviewed. There is a need for a consistent procedure and toolset

Incon Risk Asmnt Process

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Create consistency in the documenting and Rich reviewing of risks in the enhanced BP RAT, the risk management plan and the use of standard reports.

12/30/09

11/19/09 -- recommended practice is being drafted. 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to create consistency. Closed per Rich

3.1.6

Risk

Risk Assessment and Management

Director

4-Moderate to High

1) Risk assessments and risk management controls No common reviewers for measures are documented by all teams 2) Within validation/characterization of risks the projects group, these are presented at each (levelling) stage gate for approval prior to proceding to the next phase 3) Within operations, these are reviewed on a regular basis by the teams 3.1.6.1.: Residual risk can be carried throughout stage gates, and from engineers who go from design to operate

Cnsistnt Team Risk Levelling

Risk Management

2-Effeciency

Develop and implement comprehensive Risk Management Plan

Cover guidance in the new risk management plan.

Rich

12/30/09

11/19/09 -- recommended practice is being drafted. 1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to address levelling/consistency. Closed per Rich

3.2.1

Risk

Personal Safety

HSSE Manager

5-High

1) D&C rig-based operations follow the drilling contractors' safety management system which is bridged to the GoM Safe Practices Manual (SPM) and safety requirements of DWOP 2) Contractors have risk assessment process procedures that are tiered according to risk of the operation 3) D&C intervention operations use the policies and procedures within the SPM and safety requirements of DWOP 4) A self-verification process is in place to assess contractors' compliance with their management system and the additional requirements mandated in the bridging document 5) This is our first run-through for this 6-month cycle, and adjustments will be made as necessary 6) "8 Golden Rules" are visible at rig and at safety meetings 3.2.1.1 a) JSEAs or equivalent - contractors and BP each have process b) "Hazard Hunt" processes on rigs c) Some rigs use safety committees with broad representation d) Local and external Lessons Learned are reviewed during weekly safety meetings 1) Each drilling operation has a behavioral-based safey process established 2) Observations are documented, actions are acted on and trending established 3) BP personnel on drilling rigs use the BP Safety Observation Conversation process 4) Observation/conversation are input into Tr@ction, trends are reviewed 5) Quarterly, a GoM-wide analysis with actions is shared with D&C leadership 6) Field and HSSE advisors are trained as SOC coaches 3.2.2.1 - Ditto. SOC is the BP process Inconsistent trending review of various BBS processes on a regular basis with GoM-wide sharing BBS Trending Learnings/Tracking 1-Excellence Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Handoff to Tink HSSE Committee. Make SOC, Tink etc. visible to wider organization.
10/30/09

3.2.2

Risk

Personal Safety

HSSE Manager

Implement and maintain a behaviour-based safety process Level 4 to continually improve operating behaviours through observation, recording and coaching. 3.2.2.1 Implement the Safety Observations & Conversations (SOC) program.

5-High

1/18/10 -- responsibility to Tink from Sprague per Rich

GoM DC OMS Gap Assessment


ID 3.3.1 Element Risk Sub-Element Process Safety Sub-Element SPA Rigs and Operations/IM Assurance Manager Statement Systematically identify process safety hazards, assess risk, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risk, and use as an input to the entity risk register. Process safety hazards include but are not limited to sources of ignition, explosions, fires, and uncontrolled releases of hydrocarbons, toxic chemicals, high or low temperature materials and stored energy. Conformance Risk Rating Ranking Level 3 5-High Evidence Comments Gap comment Gap Title Aggregated Gap Risk Management Gap Risk 3-Basics/BP Broad Corrective Action Develop and implement comprehensive Risk Management Plan Specific Corrective Action(s) Update MAH risk mitigation plans. Provide feedback to process safety group to improve annual revalidation exercise. Rich SPA Target Date
12/30/09

Webster, Rev.0, 6/16/09

Date, Status
11/19/09 -- major hazards mitigation plans updated for 2009/10. Provided feedback to PS group to imrove MAH mitigation plan refresh.

Closed y

1) D&C uses the GoM Major Hazard & Risk Mgmt Need to simplify and clarify PS risk Simplify PS Risk Process Policy and the SPUs efforts in PS identification, review process, communicate across classification, and mitigation 2) D&C also uses teams, and implement. (The MAR review MPcp and BtBcp guidelines to govern risk reviews; was the first of its kind for GoM under however, both processes have different matrices 3) the new IM Standard (OMS) D&C Teams implement the guidelines within these requirement. The process seemed processes in different fashions. Legacy risk matrices somewhat dysfunctional and strenuous, will be replaced by the single 8x8 OMS matrix 4) BP- leaving room for ongoing improvements RAT is planned for entity use and process in both the process and volume of PS simplification 5) RPs exist in the form of Well hazards considered.) Control Manual, Safe Practices Manual, Safe Lifting Guidelines, etc. 6) Casing Design Manual, Integrity Mgmt book, BP FLUX Guidelines 7) Equipment maintenance/frequency/testing 8) Control of Work 9) Contractors' Control of Work 10) Open Water Lift Guidelines 11) Marine pieces such as stationkeeping, SIMOPS, riser inspections/ops/maintenance; etc. 12) Process Safety Definition for D&C (Porter) 1) D&C participated in the SPU & Asset MAR assessments in 2008, resulting in owning four of the top 24 SPU identified risks 2) Three of those risks relate to loss of well control (LoWC) on the three BPowned rigs, and one relates to damage to infrastructure from dropped objects on TH. These were included in the SPU register and MAR roll-up to Segment and Group 3) Have an agreed Risk Mitigation Plan in place for LoWC 4) Have an Asset RMP in place for the TH damage to infrastructure by dropped objects 1) Have affirmed nine new Technical Authorities in ten roles within Organization, which has considered the level of expertise needed, with two Engineering Authorities, and communicated these new positions and roles across Teams 2) Organization is beginning to recognize and access TA expertise 3) Also identified and communicated the 18 segment TA roles 4) Identified Advisors (segment advisors 148 roles) 1) Employee Health Risk and Exposure Assessment Plan 2) Procedure in Safe Practices Manual 3) GoM is required to go through a HealthMap exercise annually 4) D&C - uses a bridging document 5) Well Site Leader participated in a HealthMap workshop in Houma this year, which included drilling health risks 6) Audit-able information about D&C's participation available on website 7) Workstation ergonomic assessment is part of the Plan; managed by WL campus program 3.4.1.1: CIH on staff 3.4.1.2: HealthMap, IH Review Process include normal operating conditions and also emergency response 1) Fit for Duty Program for offshore positions 2) U.S. Drug and Alcohol Policy 3) GoM Drug and Alcohol Policy 4) Employee Assistance 5) DOT-compliant D&A programs 6) USCG- compliant D&A programs 7) Bphit Wellness Program 8) Case Management Process 9)Westlake Wellness Center 10) Group Health & Hygiene System 11) Safe Practices Manual 12) Employee Health Risk and Exposure Assessment Plan 13) Handling of Radioactive Sources Protection Program 14) Hazard Communication Program 15) Hearing Conservation Program 16) Potable Water Procedure 17) Respiratory Protection Program 18) Bloodborne Pathogens Exposure Control Plan 19) Sewage and Blackwater Treatment Procedure 20)Benzene Program 21) BP-owned rigs include IH monitoring for all rig employees 22) MODUs conduct periodic monitoring on an ad hoc basis 23) Onshore uses the Westlake ergonomic program 3.4.2.1: All reports include OELs 3.4.2.2: a) Audits performed every three years utilizing quantitative monitoring b) Additional ad hoc requests (as needed) 3.4.2.3: Every report's exposure results are maintained in Global Health and Hygiene System and filing system 3.4.2.4: Examples of documented control problems: H2S contingency plans; hearing protection program; ammonia in mud on Bob Palmer; radioactive tracer management procedure 3.4.2.5: a) Report through Traction b) Global Health and Hygiene System document exposure c) 1) Employee Health Risk and Exposure Assessment Plan 2) Handling of Radioactive Sources Protection Program 3) Hazard Communication Program 4) Hearing Conservation Program 5) Potable Water Procedure 6) Group Health and Hygiene System 7) Noise is controlled and monitored systematically as it is a key risk for drilling 8) Risk-based programs are systematic 1) Fit for Duty Program for offshore positions 2) Bphit Wellness Program 3) Case Management Process 4) Westlake Wellness Center Mitigation Plan lacks visibility Risk Mitigation Visibility

3.3.2

Risk

Process Safety

Rigs and Operations/IM Assurance Manager

Identify whether there is a potential for a major accident, and Level 5 if so, complete an assessment of the major accident risks; use identified major accident risks as input to the entity level risk register.

5-High

Risk Management

1-Excellence

Develop and implement comprehensive Risk Management Plan

Assure MAR plan is in place and updated annually (owner Dave Porter ).

Rich

8/30/09

8/14/09 -- In place per Thierens. The uncontrolled flow of hydrocarbon through loss of containment is the single major accident exposure for D&C. A clearly defined Risk Mitigation Plan for MAR is in place. This addresses Competencies, Potential Risk and Consequence, Robustness of Barriers, Contingency planning.

3.3.3

Risk

Process Safety

Rigs and Operations/IM Assurance Manager

Define, based on entity risks, the level of process safety and Level 4 operating integrity expertise needed to design, construct and operate safely. Provide BP employees with access to this expertise through available internal or external resources.

4-Moderate to High

3.4.1

Risk

Health and HSSE Manager Industrial Hygiene

Systematically identify hazards including human factors in Level 2 the work environment that could harm health. These include chemical, physical, biological, ergonomic hazards and psychosocial factors. 3.4.1.1 Assign Industrial Hygiene (IH) competent personnel to conduct hazard identification within the local business. 3.4.1.2 Document and regularly review hazards under normal operating conditions and for emergency scenarios.

3-Moderate

Unsure how drilling contractors are implementing IH Programs (exposure assessment, respiratory protection)

Contractor IH Programs

Industrial Hygiene/Health

3-Basics/BP

Review Contractor IH programs for adequacy.

Tink

3.4.2

Risk

Health and HSSE Manager Industrial Hygiene

Assess exposures and risks from identified health hazards, Level 4 and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage them. Use this as an input to the entity risk register. 3.4.2.1 Document applicable occupational exposure limits (OELs) for identified IH hazards. 3.4.2.2 Conduct quantitative workplace monitoring where potential exposure levels are uncertain relative to occupational exposure limits for identified IH hazards. 3.4.2.3 Assess exposure for compliance and maintain records in accordance with local business standards and the Group Reporting Practice. 3.4.2.4 Document and implement IH nazard control programs when there is the potential for exposures above applicable exposure limits. 3.4.2.5 Report actual or potential exposures in excess of established exposure limits in accordance with local business reporting procedures: Conduct a management review upon identification of actual or potential exposures in excess of established limits; Involve medical staff in evaluating the need for medical surveillance in the event of actual or potential exposures in excess of established limits. 3.4.2.6 Communicate via local leadership the results of monitoring, and applicable related recommendations, to those that are potentially impacted.

3-Moderate

3.4.3

Risk

Health and HSSE Manager Industrial Hygiene

Implement and maintain exposure assessment programmes Level 4 to monitor the effectiveness of risk reduction measures to eliminate or manage exposures to identified health hazards.

3-Moderate

3.4.4

Risk

Health and HSSE Manager Industrial Hygiene

Define fitness for task requirements for identified tasks where fitness is needed for the safety and health of the individual or to deliver safety and production critical operating activity. Assess BP employees against the fitness for task requirements for their role, record assessments, identify any gaps, and take action to close them.

Level 4

3-Moderate

3.4.5

Risk

Health and HSSE Manager Industrial Hygiene

Implement and maintain risk based programmes to promote Level 5 and monitor that individual performance of members of the workforce is not impaired by drugs and alcohol.

4-Moderate to High

1) U.S. Drug and Alcohol Policy 2) GoM Drug and Alcohol Policy 3) Employee Assistance 4) DOTcompliant D&A programs 5) USCG-compliant D&A programs

GoM DC OMS Gap Assessment


ID 3.4.6 Element Risk Sub-Element Sub-Element SPA Statement Implement and maintain health surveillance programmes to monitor the health of BP employees who may be exposed to known work place health risks. Conformance Risk Rating Ranking Level 4 3-Moderate Evidence Comments 1) Group Health and Hygiene System 2) Respiratory Protection Program 3) Hearing Conservation Program 4) Pulmonary Function Testing 5) Emergency Evacuation Plan (offshore) 6) Medics onboard rigs that engage with the people before emergencies happen 7) Bphit wellness program for all offshore and onshore personnel 8) Medic collects medical information about BP personnel upon arrival at the rig, including medications and current health status per Medicines and Reporting Policy 9)http://docs.bpweb.bp.com/dkgom/custom/dk/dk_vi ew_content.jsp?strFunction=hse&objectid=0900a885 8004d204&path=/us_wl_dk_gom_hse:/content/hsse ms/gom_unified/UPS-US-SW-GOM-HSE-DOC00109-2 1) Group Health and Hygiene System 2) Bphit Wellness Program 3) Westlake Wellness Center 4) Case Management Process 5) Nurse 6) IH specialist 7) Dr. in the SPU 8) Clinic available in WL1 9) Medics offshore 10) HSE professionals work with Challengers' development 11) Monthly Wellness Newsletter - Bphit newsletter 1) GSR Assessment to identify risks and provide a Security incidents not consistently being Tr@ction Security Incidents Learnings/Tracking process for risk mitigation - annual 2) BP Security reported in Tr@ction Compliance Program meets MTSA regulatory requirements, with a 5-year assessment/update cycle 3) Code of Conduct 4) Open Talk, Fraud Reporting System, and Tr@ction system for reporting security incidents are systems used for tracking/trending, assessing, security issues 1) GSR Assessment to identify risks and provide a Lack of understanding D&C security process for risk mitigation - annual 2) BP Security systems on MODUs Compliance Program meets MTSA regulatory requirements, with a 5-year assessment/update cycle 3) Code of Conduct 4) Open Talk, Fraud Reporting System, and Tr@ction system for reporting security incidents are systems used for tracking/trending, assessing, security issues 1) GSR Assessment to identify risks and provide a WPV awareness program has not been process for risk mitigation - annual 2) BP Security rolled out Compliance Program meets MTSA regulatory requirements, with a 5-year assessment/update cycle 3) Code of Conduct 4) Open Talk, Fraud Reporting System, and Tr@ction system for reporting security incidents are systems used for tracking/trending, assessing, security issues 1) GoM SPU GSR Assessment and SMP completed 2007/8 2) MTSA regulated GoM SPU OCS facilities possess Facility Security Plans (FSP) as required. The FSPs are audited annually and updated every five years 3) Non-regulated facilities also maintain FSPs that are updated every five years 4) The FSPs complement the GoM SPUs SMP 5) D&C follows SPU facility security plans Lack of D&C security expertise 1) GoM SPU has an embedded Business Security Manager (BSM) 2) GoM SPU is further supported at Group level by a Regional Security Advisor (RSA) 3) GoM SPU assets have an assigned Business Security Representative (BSR) that helps support the security program. The BSR role is filled by someone with other job responsibilities 1) Information of Security Standard 2) Digital Security Standard 3) Code of Conduct 4) Privacy & Employee Confidentiality 5) Digital systems and security 6) Insider Trading 7) D&C control of sensitive information, e.g., DIMS, rig schedule 8) Access control on file shares and servers 9) Follow Security of Information Standard 10) Highly confidential projects require additional confidentiality agreements 11) Bldg. floors controlled via badge access (secure floors) 12) Rolled out Information Security Awareness campaign in 2008 1) Digital Security Standard No document register assigning level of https://digitalsecurity.bp.com/securefiles/topicpage2. confidentiality for each controlled aspx?pagetag=ss_userstand_eng 2) Exploration's document confidential documents and data are rigidly controlled 3) D&C follows Segment/Group/GoM processes 4) Check with German 1) Aspect/Impact identification and prioritization 2) Inconsistent implementation of risk ID Aspect/Impact Matrix 3) HSE Risk identification and and management practices ranking/matrix 4) O&T and EMPs 5) Operational controls (SOPs/STPs) 6) Compliance matrices and associated controls 7) Audits (BP and Contractors) 8) Regular meetings with main contractors to review functioning of CEMSs 1) Aspect/Impact identification and prioritization 2) Reduction targets for spills, but lack of Aspect/Impact Matrix 3) HSE Risk identification and Greenhouse Gas/air emissions, ranking/matrix 4) O&T and EMPs 5) Operational discharge, and waste reduction targets controls (SOPs/STPs) 6) Compliance matrices and associated controls 7) Audits (BP and Contractors) 8) Regular meetings with main contractors to review functioning of CEMSs 1) Aspect/Impact identification and prioritization 2) The GoM Waste Management Program Aspect/Impact Matrix 3) HSE Risk identification and was not being followed as written (2008 S&O audit finding #022) ranking/matrix 4) O&T and EMPs 5) Operational controls (SOPs/STPs) 6) Compliance matrices and associated controls 7) Audits (BP and Contractors) 8) Regular meetings with main contractors to review functioning of CEMSs Document Confidentiality Register Data Management 2-Effeciency Embed use of GoM document control procedure (revise as necessary to close OMS gaps) Jassal Lack of D&C Security Expertise Security 2-Effeciency Enhance D&C Security Expertise Sims MODU Security Understanding Security Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

Health and HSSE Manager Industrial Hygiene

3.4.7

Risk

Health and HSSE Manager Industrial Hygiene

Develop expertise in conjunction with Group Health that Level 4 provides ready access to BP employees to health and industrial hygiene advice and support required to effectively manage risk and promote health and wellness.

3-Moderate

3.5.1

Risk

Security

HSSE Manager

3.5.1

Risk

Security

HSSE Manager

3.5.1

Risk

Security

HSSE Manager

3.5.2

Risk

Security

HSSE Manager

Systematically identify security hazards, assess risk, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risk, and use as an input to the entity risk register. Security hazards include but are not limited to criminal conduct, intimidation, violence, sabotage, unauthorised access or damage to BP property, and unauthorized access to, alteration, use or disclosure of information. Systematically identify security hazards, assess risk, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risk, and use as an input to the entity risk register. Security hazards include but are not limited to criminal conduct, intimidation, violence, sabotage, unauthorised access or damage to BP property, and unauthorized access to, alteration, use or disclosure of information. Systematically identify security hazards, assess risk, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risk, and use as an input to the entity risk register. Security hazards include but are not limited to criminal conduct, intimidation, violence, sabotage, unauthorised access or damage to BP property, and unauthorized access to, alteration, use or disclosure of information. Develop, implement and update at least annually a security management plan based on the results of the hazard evaluation and risk assessment.

Level 3

3-Moderate

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Handoff to Tink HSSE Committee.

Tink

10/30/09

1/18/10 -- responsibility to Tink from Sprague per Rich

Level 3

3-Moderate

3-Basics/BP

Enhance D&C Security Expertise

Sims

Level 3

3-Moderate

Rollout Security WPV

Security

3-Basics/BP

Sims

Level 3

3-Moderate

3.5.3

Risk

Security

HSSE Manager

Develop internal security expertise in conjunction with Group Level 4 Security and designate individuals as subject matter experts and security advisors to entity management.

3-Moderate

3.5.4

Risk

Security

HSSE Manager

Implement and maintain processes for the workforce to securely handle valuable and sensitive information in all forms, including Confidential and Secret information.

Level 4

4-Moderate to High

3.5.5

Risk

Security

HSSE Manager

Design and operate IT and digital process control systems to Level 4 manage risk to system and information integrity, availability and confidentiality.

4-Moderate to High

3.6.1

Risk

Environment

HSSE Manager

Systematically identify environmental hazards, assess risks Level 5 and opportunities to minimise environmental impact, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risks and use as an input to the entity risk register. Environmental risks include but are not limited to emissions to air, discharges to water and land and the handling and disposal of waste. Systematically identify environmental hazards, assess risks Level 5 and opportunities to minimise environmental impact, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risks and use as an input to the entity risk register. Environmental risks include but are not limited to emissions to air, discharges to water and land and the handling and disposal of waste. Systematically identify environmental hazards, assess risks Level 5 and opportunities to minimise environmental impact, and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risks and use as an input to the entity risk register. Environmental risks include but are not limited to emissions to air, discharges to water and land and the handling and disposal of waste.

4-Moderate to High

Incon Enviro Risk ID and Mgt

Risk Management

2-Effeciency

Develop and implement comprehensive Risk Management Plan

Rich

1/21/10 -- Thierens to Rich. RMP/BPRAT process now in place to cover environmental risks. Closed per Rich

3.6.1

Risk

Environment

HSSE Manager

4-Moderate to High

GHG, Water, Waste Targets

Environmental

2-Effeciency

Tink

3.6.1

Risk

Environment

HSSE Manager

4-Moderate to High

Waste Mgt Program Use

Environmental

2-Effeciency

Tink

GoM DC OMS Gap Assessment


ID 3.6.2 Element Risk Sub-Element Environment Sub-Element SPA HSSE Manager Statement Identify the potential environmental, health and social impacts of projects, designing them to avoid or mitigate adverse impacts and reduce use of natural resources. Conformance Risk Rating Ranking Level 4 4-Moderate to High Evidence Comments Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

3.6.3

Risk

Environment

HSSE Manager

3.7.1

Risk

Transportation

E&A Wells Operations Manager

At Major operating sites, maintain external ISO14001 Level 5 certification and produce an externally verified environmental statement at least every three years. Systematically identify transportation hazards, assess risk, Level 5 and implement and maintain plant, process, people and performance risk reduction measures identified as necessary to manage the risk, and use as an input to the entity risk register. Transportation hazards include but are not limited to road vehicle, bicycles, rail, ship, fixed-wing aircraft and helicopter travel.

2-Low to Moderate 5-High

1) Drilling a well as a project 2) Screening and categorization 3) Compliance reports p/CVP phase 4) Environmental STP 5) BtB, DWOP, ETPs 6) Environmental Impact Statement - APD, DOCD, POE 1) SPU (major operating site) certified to ISO 2) VES produced every 3 years (next due on 1010 for the reporting period '06-'09) 1) Aviation Risk Register at Asset Level 2) Flying staff to Devon - unsure if Mitigation Bow Ties at Asset Level 3) GoM Contract approved Aircraft Guidelines. 4) Shore base CMID Audit Process (Common Marine Inspection Document). 5) Marine - DP Trials (Dynamic Positioning). 6) Structural Review (for vessel > 25 yrs old). 7) Aviation - audits for compliance to standard. 9) Travel - flights preapproved by BP Aviation. 10) Group Recommended Practice on Aviation. 11) Shore base BP GMAS (Global Marine Standard) Element 14 & 15. 12) Marine - CMID based on IMCA (International Marine contractor association). 13) Vessel Operating Instructions 1) Safe Practices Manual Chapter 9 (Driving Safety) No periodic assessment of compliance contains all elements of this driving standard 2) (SPU issue) Travel guidelines on rental cars 3) Defensive Driving training

Flights to Devon

Logistics

3-Basics/BP

Verify flights to Devon are approved

Verify flights to Devon are approved

Holt

8/30/09

Only fly staff via Approved PHI per Holt 8/4/09

3.7.2

Risk

Transportation

E&A Wells Operations Manager

Require that all vehicles operated by members of the Level 3 workforce while on BP business are operated and maintained to a defined standard, have fully functional seat belts installed, and that the seat belts are worn by all occupants at all times whenever the vehicle is in motion. Require that all vehicles operated by members of the Level 3 workforce while on BP business are operated and maintained to a defined standard, have fully functional seat belts installed, and that the seat belts are worn by all occupants at all times whenever the vehicle is in motion. Require that members of the workforce while operating a vehicle on BP business do not use mobile phones or other two-way communication devices. Require that members of the workforce while operating a vehicle on BP business do not use mobile phones or other two-way communication devices. Require that members of the workforce while operating a vehicle on BP business do not use mobile phones or other two-way communication devices. Require that motorcycles are not used on BP business unless a documented risk assessment is completed to support the advantages of their use rather than automobiles. Require that motorcycles are not used on BP business unless a documented risk assessment is completed to support the advantages of their use rather than automobiles. Require that motorcycles are not used on BP business unless a documented risk assessment is completed to support the advantages of their use rather than automobiles. Require that in higher risk countries journey risk management plans must be in place. Level 3

4-Moderate to High

Periodic Asmnt of Driving Cmplnce

Vehicle Safety

3-Basics/BP

Develop and embed vehicle safety assessment program.

Tink

3.7.2

Risk

Transportation

E&A Wells Operations Manager

4-Moderate to High

1) Safe Practices Manual Chapter 9 (Driving Safety) contains all elements of this driving standard 2) Travel guidelines on rental cars 3) Defensive Driving training

Infrequent non-compliance through rental vehicles (direct rental through CWT prevents non-compliance) (SPU issue)

Vehicle Rental Cmplnce

Vehicle Safety

3-Basics/BP

Develop and embed vehicle safety assessment program.

Tink

3.7.3

Risk

Transportation

3.7.3

Risk

Transportation

E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager

4-Moderate to High 4-Moderate to High

Safe Practices Manual Chapter 9 (Driving Safety) contains this element Safe Practices Manual Chapter 9 (Driving Safety) contains this element

No periodic assessment of compliance (SPU issue)

Periodic Asmnt Drvng Cmplnce

Vehicle Safety

3-Basics/BP

Develop and embed vehicle safety assessment program. Provide training/refresher training on vehicle safety standards.

Tink

Level 3

Not systematic - need refresher on group Mobile Phone Driving Reqs Vehicle Safety standard/RP - present defensive driving training in SPU does not cover GRP Mobile Phone Driving Reqs Vehicle Safety

3-Basics/BP

Tink

3.7.3

Risk

Transportation

Level 3

4-Moderate to High 3-Moderate

Safe Practices Manual Chapter 9 (Driving Safety) contains this element

3.7.4

Risk

Transportation

Level 3

New hire induction may not cover GRP on cell phone use while driving (SPU issue) 1) Safe Practices Manual Chapter 9 (Driving Safety) No periodic assessment of compliance contains this element 2) Motorcycle use for (SPU issue) company business is prohibited by our policy

3-Basics/BP

Provide training/refresher training on vehicle safety standards. Develop and embed vehicle safety assessment program.

Tink

Period Asmnt MC Driving Comp

Vehicle Safety

3-Basics/BP

Tink

3.7.4

Risk

Transportation

Level 3

3-Moderate

1) Safe Practices Manual Chapter 9 (Driving Safety) Need refresher on group standard/RP - MC Driving Refresher contains this element 2) Motorcycle use for present defensive driving training in SPU company business is prohibited by our policy does not cover GRP (SPU issue) 1) Safe Practices Manual Chapter 9 (Driving Safety) New hire induction may not cover GRP contains this element 2) Motorcycle use for on motorcycles (SPU issue) company business is prohibited by our policy 1) No high-risk journeys in GoM (although is covered in Safe Practices Manual Chapter 9 [Driving Safety]) 2) When GoM employees travel to high-risk countries, they follow the local plan Safe Practices Manual Chapter 9 (Driving Safety) contains all elements of this driving standard No periodic assessment of compliance (SPU issue) Period Asmnt Driver Fitness MC Driving Orientation

Vehicle Safety

3-Basics/BP

Provide training/refresher training on vehicle safety standards.

Tink

3.7.4

Risk

Transportation

Level 3

3-Moderate

Vehicle Safety

3-Basics/BP

Provide training/refresher training on vehicle safety standards.

Tink

3.7.5

Risk

Transportation

n/a

n/a

3.7.6

Risk

Transportation

E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager E&A Wells Operations Manager

3.7.6

Risk

Transportation

3.7.6

Risk

Transportation

3.7.7

Risk

Transportation

Require that members of the workforce driving on BP business be appropriately assessed, licensed, trained and fit to operate the vehicle, be rested and alert, and do not operate any vehicle when fatigued. Require that members of the workforce driving on BP business be appropriately assessed, licensed, trained and fit to operate the vehicle, be rested and alert, and do not operate any vehicle when fatigued. Require that members of the workforce driving on BP business be appropriately assessed, licensed, trained and fit to operate the vehicle, be rested and alert, and do not operate any vehicle when fatigued. Verify that all aircraft contracted or chartered to move the workforce for BP purposes, are operated and maintained to a defined standard, and that their use is in accordance with BP Requirements.

Level 3

3-Moderate

Vehicle Safety

3-Basics/BP

Develop and embed vehicle safety assessment program.

Tink

Level 3

3-Moderate

Safe Practices Manual Chapter 9 (Driving Safety) contains all elements of this driving standard

Need refresher on group standard/RP - Driver Fitness Refresher present defensive driving training in SPU does not cover GRP (SPU issue) New hire induction may not cover GRP on driving (SPU issue) Driver Fitness Orientation

Vehicle Safety

3-Basics/BP

Provide training/refresher training on vehicle safety standards.

Tink

Level 3

3-Moderate

Safe Practices Manual Chapter 9 (Driving Safety) contains all elements of this driving standard

Vehicle Safety

3-Basics/BP

Provide training/refresher training on vehicle safety standards.

Tink

n/a

n/a

3.7.8

Risk

Transportation

4.1.1

Procedures

Procedures and Practices

E&A Wells Operations Manager Completions Engineering Manager

Implement and maintain a process to deliver safe, secure, timely and cost-effective BP employee business travel.

Level 4

4-Moderate to High 5-High

1) Aviation Contract Aircraft Guidelines 2) OGP Aircraft Management Guidelines 3) FAA Approved Operator Manuals and Guidelines 4) GOM CAG 5) Shore base BP GMAS (Global Marine Standard) Element 14 & 15/Marine CMID based on IMCA (International Marine contractor association) 6) Vessel Operating Instructions BP Travel Website use (which delivers this element) No periodic assessment of compliance is required per BP Travel Policy (SPU issue) 1) Local and Segment D&C procedures exist which cover all requirements 2) Operations procedures cover normal conditions, start-up, shut down, upset and emergency conditions 3) Refer to Navigator (in future) for procedures list 4) Buckets include: Industry standards/procedures/maintenance/acceptance,etc.; Well Plans; Recommended Practices; Defined Practices; Equipment Ops Procedures (Maintenance and Inspection Procedures); Contractor Ops Procedures; Standard Ops Procedures; Emergency/Crisis Plans; Installation Procedures owned by others within BP; SIMOPS (held by assets); Rig Movement; STPs 4.1.1.1: DWOP 3.3.4 requires procedures be applied to all inspection, maintenance and operations 1) GoM D&C staff (including contractors) have access to, understand applicablity of, and follow these procedures 2) Refer to Navigator (in future) for procedures list 3) Well-specific and rig-specific plans are readily accessible 1) GoM D&C staff (including contractors) have access to, understand applicablity of, and follow these procedures 2) Refer to Navigator (in future) for procedures list 3) Well-specific and rig-specific plans are readily accessible

Period Asmnt of Travel Compliance

Vehicle Safety

2-Effeciency

Develop and embed vehicle safety assessment program. Standardize operating procedures. Ongoing -- DWOP rollout action plan to close ETP gaps

Tink

Develop, implement and maintain local OMS procedures and Level 4 practices for human resources, HSSE, engineering, operations, maintenance, inspection and projects. Require that operations procedures cover normal operating conditions as well as start up, shut down, upset and emergency conditions.

Processes are not standardized (Have Standardize Procedures identified redundancies - begun work, about 80% done - still discovering a few gaps along the way - in the process of creating STPs/ETPs. We have identified the different ways of doing processes and are working on standardizing these.)

Operations Procedures

2-Effeciency

Rich

2/30/10

4.1.2

Procedures

Procedures and Practices

Completions Engineering Manager

Define which procedures and practices are applicable to Level 4 identified BP employees or contractors, and make these procedures and practices available to them. Require contractors to follow these procedures or practices unless they have their own comparable procedures and practices. Define which procedures and practices are applicable to Level 4 identified BP employees or contractors, and make these procedures and practices available to them. Require contractors to follow these procedures or practices unless they have their own comparable procedures and practices.

2-Low to Moderate

Some industry standards and RPs are not always readily accessible

Industry Standard/RP Access

Wells Procedures

2-Effeciency

Identify and communicate access to relevant standards

Sprague and Rich to setup Sharepoint for accessibility.

Rich

12/30/10

10/22/09 -- Waiting on finalization of an SPU document control process. Leary should be able to help with close out date. Target date changed from 10/30/09 to 12/30/10

4.1.2

Procedures

Procedures and Practices

Completions Engineering Manager

2-Low to Moderate

The locations of some standard Ops SOP Location procedures are not well understood by all Understanding

Wells Procedures

2-Effeciency

Identify and communicate access to relevant standards

Establish Sharepoint site.

Rich

3/30/10

10/22/09 -- Sharepoint site established. Navigator will also link to practices. Need to get all relevant practices established on the sites per Sprague/Rich direction. Target date changed from 10/30/09 to 3/30/10.

GoM DC OMS Gap Assessment


ID 4.1.3 Element Procedures Sub-Element Procedures and Practices Sub-Element SPA Completions Engineering Manager Statement Monitor that entity procedures and practices are up to date, understood and consistently followed and take corrective action when gaps are identified. Conformance Risk Rating Ranking Level 4 5-High Evidence Comments 1) Many procedures are for specific operations 2) Pre-spud meetings, JSEAs, etc. help make sure things are understood prior to executing 3) Tech limit meetings, team leaders/ wellsite leaders/wells communications provide oversight 1) Procedures are reviewed and updated before each well 2) Contractor procedures are reviewed through the rig audit process 3) DWOP and BtB are updated at regular frequencies 4) SOPs are now becoming controlled and will be updated regularly Gap comment BP Global RPs - getting explicit about which ones will be used Gap Title Define Applicable RPs Aggregated Gap Wells Procedures Gap Risk 2-Effeciency Broad Corrective Action Identify and communicate access to relevant standards Specific Corrective Action(s) Sprague, Chester, Rich to define in Drilling Engineering Procedures Guide. Rich SPA Target Date
12/30/09

Webster, Rev.0, 6/16/09

Date, Status
10/22/09 -- need to define/develop/communicate Drilling Engineering Procedure Guide

Closed n

4.1.4

Procedures

Procedures and Practices

Completions Engineering Manager

Review and update entity procedures and practices at Level 4 defined intervals confirming that they are sufficient to control the related risks.

5-High

GoM D&C RPs, STPs and SOPs currently are not set up for regular reviews

Regular Procedure Review Wells Procedures

3-Basics/BP

Establish regular review process for Plan to Rollout regular procedure review. standards

Rich

12/30/10

10/22/09 -- D&C will develop this process as part of its document control process. Review dates to be included in creation/revision of standards beginning now. Date target date changed from 10/30/09 to 12/30/10. 10/22/09 -- Standardized procedures/RPs/SOPs have been established across the organization. Changes are managed by the MoC process. Document control is in place for RP and SOPs. 1/18/10 -closed per Rich.

4.1.5

Procedures

Procedures and Practices

Completions Engineering Manager

After each update communicate any changes or additions to Level 4 entity procedures and practices to the affected BP employees and contractors.

5-High

1) MoC (BP and Contractor) 2) Drilling Team Leader Communications sometimes are not communicates at Tech Limit and Pre-Spud meetings clear throughout the organization 3) JSEA is used pre-task 4) Sharepoint maintains latest versions of documents

Procedure Comms

Wells Procedures

5-Sig Risk

Develop and Embed Procedural Change Communications

Leadership needs to consistently emphasize need to communicate

Rich

12/30/09

4.2.1

Procedures

Management of Change

Performance Manager

Implement and maintain a Management of Change (MOC) process for temporary and permanent changes.

Level 3

4-Moderate to High

4.2.2

Procedures

Management of Change

Performance Manager

Monitor legal and regulatory requirements and BP requirements so as to be aware of changes in these that might necessitate changes to the entity operating activity. 4.2.1.1 Adopt eMOC when migrating the local business to an electronic MoC system. Specify criteria for determining which proposed changes to entity operating activity require application of the MOC process, paying particular attention to those affecting plant, material, equipment, technology, process, products, services, procedures, practices, people and organization. 4.2.3.1 Define criteria for determining the applicable MoC type (i.e. technical, organizational or administrative).

Level 4

4-Moderate to High

4.2.3

Procedures

Management of Change

Performance Manager

Level 3

4-Moderate to High

1) GoM D&C Recommended Practice for Management of Change (2200-T2-PM-PR-000001) 2) GoM Drilling and Completion Quick Reference Guide, version 1.0 3) Management of Change Wiki on GoM D&C Sharepoint Site 4) BizFlow MoC tool and D&C workflow 5) Training session ongoing for teams (Level 4 conformance when rollouts complete) 4.2.1.1: [no data] 1) Scherie Douglas (BP Sr. Regulatory Specialist) is the D&C tag for reviewing Regulatory requirements 2) The GoM Regulatory Notice Practice (currently being circulated for review) defines the process 3) This document is expected to be authorized by end of 2Q 2009 Reference GoM D&C Recommended Practice for Management of Change (2200-T2-PM-000001), Section 3.2, "Types of Changes," which specifies changes and gives examples of changes that require a formal MoC 4.2.3.1: [no data]

Rollout not complete

Implement MOC

MOC

3-Basics/BP

Rollout and embed MOC process.

Jassal

Process not complete - finalize and communicate procedure by end 2Q09

Regulatory Notice Process Compliance Program

1-Excellence

Develop and embed Regulatory Change procedure

Develop a GoM Regulatory Notice Practice document that defines the process (Scherie Douglas).

Tink

10/30/09

Document completed 2Q 09' per Tink. 9/22/09 Jim Grant considering rollout options for SPU if no rollout by SPU, will execute D&C rollout. 10/21/09 - Jim Grant Rolled out to D&C LT. Complete - Tink.

Rollout not complete - current rollout of Rec Practice and BizFlow should take D&C Organization to Conformance Rating 4 by end of May09

Implement MOC

MOC

3-Basics/BP

Rollout and embed MOC process.

Jassal

4.2.4

Procedures

Management of Change

Performance Manager

Include in the MOC process: risk assessment, identification Level 3 and application of risk reduction measures; the required level of management approval; application of a review prior to implementing the change to verify that identified risk reduction measures are in place and identified training completed; and updating of relevant documents.

4-Moderate to High

Reference GoM D&C Recommended Practice for Management of Change (2200-T2-PM-000001), Section 5, "Process Detail, BizFlow DCMOC Workflow, and Roles"

Rollout not complete (current rollout of Integrate Risk Asmnt Rec Practice and BizFlow should take w/MOC D&C Organization to Conformance Rating 4 by end of May09. Additionally, the Recommended Practice on Risk Management currently being worked should better define Risk Assessment requirements when doing an MoC.) Rollout not complete (current rollout of Rec Practice and BizFlow should take D&C Organization to Conformance Rating 4 by end of May09) Implement MOC

Risk Management

3-Basics/BP

Develop and implement comprehensive Risk Management Plan

Complete and assure use of MOC via Bizflow. Assure risk is addressed in the process.

Rich

8/30/09

8/14/09 -- In place per Thierens

4.2.5

Procedures

Management of Change

Performance Manager

Communicate the details of the proposed change to affected Level 3 members of the workforce.

4-Moderate to High

4.2.6

Procedures

Management of Change

Performance Manager

Track MOC actions to closure. 4.2.6.1 MoC Workflow Process (see table in E&P OMS Manual).

Level 3

4-Moderate to High

1) Reference GoM D&C Recommended Practice for Management of Change (2200-T2-PM-000001), Section 5.9, "MoC Post-Approval Action Items and MoC Close-out" 2) BizFlow tool provides communication to those reviewing and approving MoC, and provides reminders in close-out of an MOC to communicate to all affected parties and update documentation 1) Reference GoM D&C Recommended Practice for Management of Change (2200-T2-PM-000001), Section 5.9, "MoC Post-Approval Action Items and MoC Close-out" 2) BizFlow tool tracks actions BizFlow tool can be utilized for review of MOCs

MOC

3-Basics/BP

Rollout and embed MOC process.

Jassal

Rollout not complete (current rollout of Rec Practice and BizFlow should take D&C Organization to Conformance Rating 4 by end of May09)

Implement MOC

MOC

3-Basics/BP

Rollout and embed MOC process.

Jassal

4.2.7

Procedures

Management of Change

Performance Manager

Verify the original scope and duration of temporary changes Level 2 are not exceeded without review and approval.

3-Moderate

No audit or system process to identify or MOC Deadline Creep to prevent deadline creep

MOC

4-Moderate to High

Implement MOC review process.

Work with Vani Rao to create a fit for purpose process to identify overdue MOC actions and subsequent management review (Jordan)

Jassal

12/30/09

9/20/09: Need to schedule one of the CP coordionators to pull the open temporary MoCs on a quarterly basis and review any with the LT. 14 Jan 10 - Are setting the calendar for the D&C LT for the year. Will review any overdue MoC actions on a quarterly basis with the D&C LT. 10/22/09 -- Sharepoint site established. Navigator will also link to practices. Need to get all relevant practices established on the sites as defined by Rich/Sprague. Date changed from 10/30/09 to 3/30/10

4.3.1

Procedures

Information Performance Management and Manager Document Control

Define and implement an information management and Level 2 document control process to control the approval, publication, transmission, storage, change, retention and disposal of controlled documents. 4.3.1.1 Identify document owners for controlled documents.

3-Moderate

1) Use of the GoM Document Management Procedure 2020-T2-DM-PR-000002 is starting to be followed by some of the teams within D&C 2) GoM Document Register 3) Some guidance on GoM D&C Sharepoint site 4.3.1.1 - D&C Organization is beginning to get document owners

4.3.1

Procedures

Information Performance Management and Manager Document Control

Define and implement an information management and Level 2 document control process to control the approval, publication, transmission, storage, change, retention and disposal of controlled documents. 4.3.1.1 Identify document owners for controlled documents.

3-Moderate

4.3.2

Procedures

Information Performance Management and Manager Document Control

Specify the types of information, documents and records that Level 2 are to be controlled documents and maintain formal registers of these controlled documents. 4.3.2.1 As a minimum, include the following as controlled documents: Local OMS; Drawings; Policies; Internal standards; Procedures and practicts (i.e. operating and maintenance procedures); Regulatory compliance records; Design data; Training records. Provide ready and secure access to controlled documents, removing obsolete information and documentation from circulation. Level 2

3-Moderate

1) Use of the GoM Document Management Procedure 2020-T2-DM-PR-000002 is starting to be followed by some of the teams within D&C 2) GoM Document Register 3) Some guidance on GoM D&C Sharepoint site 4.3.1.1 - D&C Organization is beginning to get document owners Some guidance given in SPU GoM Document Same as 4.3.1 Management Procedure 2020-T2-DM-PR-000002 4.3.2.1: [no data]

Existing document not widely vetted/implemented (no approved document - GoM D&C Leadership needs to confirm this is the approved Procedure for all of GoM, and if so, communicate this to the GoM D&C team. GoM D&C needs to develop a specific recommended practice for Document Management) SPU Gap: Lack of documented process and consistent, simplified use of the systems in place

Document Control Procedures

Wells Procedures

3-Basics/BP

Identify and communicate access to relevant standards

Rich

3/30/10

Use Document Control Proced

Data Management

3-Basics/BP

Embed use of GoM document control procedure (revise as necessary to close OMS gaps)

Jassal

Use Document Control Proced

Data Management

3-Basics/BP

Embed use of GoM document control procedure (revise as necessary to close OMS gaps)

Jassal

4.3.3

Procedures

Information Performance Management and Manager Document Control

4-Moderate to High

Documentum, GoM D&C Sharepoint, CPOL, File Servers all have controlled access

No formalized procedures exist for a Document Control systematic review and removal process. Procedures (Formalized procedures for these tools needs to be established. Consolidation of tools would improve efficiency. Improvemements in compatibility between Documentum and other tools would help, or replace Documentum with a compatible tool for document storage.)

Data Management

3-Basics/BP

Embed use of GoM document control procedure (revise as necessary to close OMS gaps)

Jassal

GoM DC OMS Gap Assessment


ID 4.3.4 Element Procedures Sub-Element Sub-Element SPA Conformance Risk Rating Ranking Maintain and retain BP employee health and medical records Level 4 3-Moderate as medical confidential and occupational exposure records as confidential. Statement Evidence Comments Records kept by BP medical Gap comment Gap Title Aggregated Gap People Gap Risk 4-Moderate to High Broad Corrective Action Specific Corrective Action(s) SPA Nahman Target Date
8/30/09

Webster, Rev.0, 6/16/09

Date, Status
08/17/2009. All medical information is confidentially maintained within the medical group Per Nahman 8/17/09. The medical department collects all documentation and it does not go to the team leader at all. Medical will also not release any medical details to the team leader or HR for that matter. Will also send a note to all team leaders reminding them that if they do receive any medical information on an employee (ie the employees tells them) that they are not to share that data with anyone else.

Closed y

Information Performance Management and Manager Document Control

The organization may not know what it Med Rcrds Conf needs to know about confidentiality, etc.

Communicate medical information Confirm with medical that all records are kept confidentiality confidential .

4.4.1

Procedures

Incident Management

HSSE Manager

Develop and maintain an incident reponse capability. Level 5 4.4.2.1 Implement systems, processes and procedures to report, investigate, and analyze HSSE incidents, nonconformances to BP requirements and regulatory noncompliances, based on risks faced by the local business. 4.4.2.2 Use the E&P Segment incident reporting tool (Tr@ction) to record incidents. 4.4.2.3 Investigate HSE incidents and non-conformances per table 4.4.2.3, using the more sever of the actual and potential outcome classifications. Report and investigate incidents to establish immediate and Level 5 system causes. Identify action plans to address identified causes with due dates for completion and track to completion..

4-Moderate to High

1) BP and contractor rigs maintain emergency medical and fire response personnel 2) MMS inspections and drills 3) The GoM Safe Practices Manual "Incident Notification, Reporting and Investigation" procedure is used within D&C 4) D&C maintains experienced and designated on-call investigation leaders and root cause specialists 5) HSE management reviews quality of investigations post-accident investigation

4.4.2

Procedures

Incident Management

HSSE Manager

4-Moderate to High

1) The GoM Safe Practices Manual "Incident Notification, Reporting and Investigation" procedure is used within D&C 2) Tr@ction is used for initial incident information and reporting; all incident Recordable/HiPo and higher also apply formal root cause investigation and corrective actions 3) Resulting actions are tracked in Tr@ction, which include completion dates and accountabilities 4) Periodic closure reports are run to track completion 4.4.2.1: Same as above 4.4.2.2: Tr@ction used by BP and contractors 4.4.2.3: BP Investigation procedure meets the severity matrix requirement

4.4.2.1 Contractors' systems for investigations: unclear whether their application quality will meet BP expectations

Contractor Inc Inv Quality

Learnings/Tracking

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Handoff to Tink HSSE Committee.

Tink

10/30/09

1/18/10 -- responsibility to Tink from Sprague per Rich

4.4.2

Procedures

Incident Management

HSSE Manager

Report and investigate incidents to establish immediate and Level 5 system causes. Identify action plans to address identified causes with due dates for completion and track to completion..

4-Moderate to High

1) The GoM Safe Practices Manual "Incident 4.4.2.1 Contractors don't use ABC Notification, Reporting and Investigation" procedure analysis is used within D&C 2) Tr@ction is used for initial incident information and reporting; all incident Recordable/HiPo and higher also apply formal root cause investigation and corrective actions 3) Resulting actions are tracked in Tr@ction, which include completion dates and accountabilities 4) Periodic closure reports are run to track completion 4.4.2.1: Same as above 4.4.2.2: Tr@ction used by BP and contractors 4.4.2.3: BP Investigation procedure meets the severity matrix requirement 1) Trends are analyzed on an event-driven basis 2) GoM trending analysis via Tim Church 2007 analysis 3) Field/office safety advisor analysis 4) D&C has HSSE Performance Management System that includes a Management Steering Committee, Performance Reviews, and Well Site Leader Engagement Sessions 5) During those, we review collective results of incidents, Lessons Learned, action plans, improvement options 6) Embedding of key learnings 7) Process began in 1Q09 and is becoming systematic 1) BP-Owned Rigs 2) Safe Practices Manual Control of Work: ISSOW system, PTW training records, Energy Isolation 3) CMAS assessments 4) ISSOW training provided to contractors serving as Performing Authority and to new employees 5) "GOM Offshore Orientation" awareness level overview of PTW/ISSOW system and requirements 6) Contractor-specific JSEAs, SIMOPS PTW meetings 7) Control of Work assessments/audits performed 8) Contractor-owned rigs 9) Transocean risk assessment or Think Process (HQS-HSE-PP-01 Section 4, Subsection 2.1) 10) PTW process, TOI (Health & Safety HQS-HSE-PP-01, Section 4, Subsection 2.2) 11) Rowan has documented program 9) Contractor CoW process has been verified through the use of the BP CoW Self Assessment Process to BP's SPM CoW process and is reflective in bridging documents 4.5.1.1: Defined as above 4.5.1.2: Refer to 4.5.1: RRs defined/assigned. Control of Work assessments/audits performed 4.5.1.3: We follow the BP Control of Work process

Contractor Inc Inv ABC Analysis

Learnings/Tracking

1-Excellence

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Sprague

10/30/09

1/21/10 -- We require contractors to thoroughly investigate and review with BP leadership. We don't consider a gap to exist here, and consider this closed per Sprague/Rich

4.4.3

Procedures

Incident Management

HSSE Manager

Analyse collective results of incident investigations at defined intervals to identify trends in immediate and system causes. Develop action plans to address identified trends with due dates for completion and track to completion.

Level 4

4-Moderate to High

No systematic process beyond Meeting Track Mgt HSE Rev Minutes to ensure completion of actions Actions that result from the Management Steering Committee meetings

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Sprague

10/30/09

1/21/10 -- Sharepoint process now exists for each team, including management, to track their actions within sharepoint. Closed per Sprague.

4.5.1

Procedures

Control of Work

HSSE Manager

Implement and maintain a process to plan work, identify Level 4 hazards, assess risk and put in place risk reduction measures to allow work tasks to be completed safely and without unplanned loss of containment causing environmental damage. 4.5.1.1 Define types of hazardous work that require a work permit. 4.5.1.2 Document and communicate the roles, responsibilities and accountabilities within the permit to work (PTW) system, including any that are specific to hazardous work: Assign roles and responsibilities as set out in Table 4.5.1.2; Check that individuals assuming the roles know their responsibilities; Assign the roles of Performing Authority and Issuing Authority (or other rolese responsibile for issuing the permit) to different individuals for any given permit; Define criteria and circumstances under which individuals can perform multiple roles without compromising the integrity of the PTW system; Identify and document those roles in the PTW system that are exclusive to BP employees. 4.5.1.3 Execute the PTW process described in the requirements listed in Table 4.5.1.3.

5-High

No clear determination, based on risk assessment, as to whether boat-to-rig mud transfers should require a permit

Boat to Rig Trans Permit

Logistics

3-Basics/BP

Risk assess and determine Will confirm with current practices with wells permitting requirements for boat-to- team leaders and correct as necessary rig mud transfers.

Holt

8/30/09

Confirmed with all the Ops Team LeadersDDII, PDQ, Enterprise, and Horizon. All use PTW for SBM (and Diesel transfers); DDIII will be when they arrive. Holstein was doing everything but the permit; rig now to cold stacked; will do permits for Diesel near term. Marianas was not doing a PTW, they will start the same this week. Now all rigs are doing PTW for SBM and Diesel transfersgap is closed -- per Holt 8/6/09

4.5.1

Procedures

Control of Work

HSSE Manager

Implement and maintain a process to plan work, identify Level 4 hazards, assess risk and put in place risk reduction measures to allow work tasks to be completed safely and without unplanned loss of containment causing environmental damage. 4.5.1.1 Define types of hazardous work that require a work permit. 4.5.1.2 Document and communicate the roles, responsibilities and accountabilities within the permit to work (PTW) system, including any that are specific to hazardous work: Assign roles and responsibilities as set out in Table 4.5.1.2; Check that individuals assuming the roles know their responsibilities; Assign the roles of Performing Authority and Issuing Authority (or other rolese responsibile for issuing the permit) to different individuals for any given permit; Define criteria and circumstances under which individuals can perform multiple roles without compromising the integrity of the PTW system; Identify and document those roles in the PTW system that are exclusive to BP employees. 4.5.1.3 Execute the PTW process described in the requirements listed in Table 4.5.1.3.

5-High

1) BP-Owned Rigs 2) Safe Practices Manual Control No D&C-wide analysis of Control of of Work: ISSOW system, PTW training records, Work audit/assessment results Energy Isolation 3) CMAS assessments 4) ISSOW training provided to contractors serving as Performing Authority and to new employees 5) "GOM Offshore Orientation" awareness level overview of PTW/ISSOW system and requirements 6) Contractor-specific JSEAs, SIMOPS PTW meetings 7) Control of Work assessments/audits performed 8) Contractor-owned rigs 9) Transocean risk assessment or Think Process (HQS-HSE-PP-01 Section 4, Subsection 2.1) 10) PTW process, TOI (Health & Safety HQS-HSE-PP-01, Section 4, Subsection 2.2) 11) Rowan has documented program 9) Contractor CoW process has been verified through the use of the BP CoW Self Assessment Process to BP's SPM CoW process and is reflective in bridging documents 4.5.1.1: Defined as above 4.5.1.2: Refer to 4.5.1: RRs defined/assigned. Control of Work assessments/audits performed 4.5.1.3: We follow the BP Control of Work process

D&Cwide COW Asmnt Results

Learnings/Tracking

1-Excellence

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Tink Traction

Sprague

10/30/09

1/21/10 -- D&C participates in functional reviews of COW results. New D&C COW practice exists segment wide is also being developed. Closed per Rich/Sprague

GoM DC OMS Gap Assessment


ID 4.6.1 Element Procedures Sub-Element Crisis and Continuity Management and Emergency Response Crisis and Continuity Management and Emergency Response Sub-Element SPA Atlantis Wells Operations Manager Conformance Risk Rating Ranking Identify crisis and continuity management scenarios utilising Level 5 5-High the entity risk register, the output of the entitys Major Accident Risk assessment and other information. Statement Evidence Comments 1) Utilize a common template for crisis response (BART), including major accident risks, environmental, and security risks 2) SPU has a business continuity plan in place, including tracking all personnel 1) Crisis and business continuity plans are in place and managed by the CMER efforts, including offshore site-specific emergency response and evaluation plans 2) All plans are shared with government, state, and local agencies 3) Oil Spill Response Plan 4) ERP - each facility 5) Pandemic Response Plan (refreshed) 6) MMS drills (unannounced) 7) USCG participates in drills 8) BP drills 1) Crisis management plans are reviewed on a quarterly basis via the CMER team 2) At least two drills take place each year 3) All IMT personnel are trained and tracked 4) Drills and incidents are reviewed for Lessons Learned 5) Improvements are incorporated into new drills, and then actual responses are tracked via the CMER team 1) Incident Commander for each drill and response is delegated by position; the authority and responsibility to execute the plans is via DOA 2) Financial authority 3) IMT system 4) Fixed rotation 5) Contracts in place with service providers for emergency response 6) TRG, etc. 1) GoM SPU POB reporting 2) Phone Tree system, including mapping of affected personnel 3) Tracking during actual response by the Resouce Section Leader 4) City of Houston-required fire drills 5) Emergency Response booklets 6) Orientation at office inlcudes ER plans/muster points 1) Documented in MPcp, BtB, locally for GoM D&C in "Way We Work" and "MPcp for D&C Major Projects" 2) http://epsegmentcommonprocess.bpweb.bp.com/Def ault.aspx?tabid=56; http://epsegmentcommonprocess.bpweb.bp.com/Def ault.aspx?tabid=60 3) BP Internal audit on 3-year cycle 1) Regulatory Well Design requirements documented in MMS Code of Federal Regulations Title 30, Section 250 2) Validation that BP is meeting these requirement demonstrated through MMS approval of APDs, APMs, EPs, etc. 3) BP requirements documented in Equipment Integrity Assurance (EIA) document for GoM required by TA 4) Have an ESOR system in place to feed administration and workflow out of TIAPs 5) DWOP 6) Rig Construction Manual 1) Requirement documented in MPcp and BtB and applied locally as documented in "MPcp for D&C Major Projects" 2) http://gomdnc.bpweb.bp.com/docs/Documents/Proce sses/Stage Gated/DnC MPcp/MPCP reduction ver 3.doc 1) Requirement documented in MPcp is project-level that contains a section for D&C 2)http://epsegmentcommonprocess.bpweb.bp.com/D efault.aspx?tabid=56 3) PEP reviewed/ signed by AGM and Project Manager plus discipline leads Orientation system is in place but not defined for new hires coming into the business Project Stages Orientation Project Management 2-Effeciency Harland Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

4.6.2

Procedures

Atlantis Wells Operations Manager

Implement and maintain crisis and continuity management plans to manage the scenarios identified. These will include procedures from initiation to response and recovery. At site level these plans shall include arrangements for evacuation and, where needed, for initial shelter-in-place.

Level 5

5-High

4.6.3

Procedures

Crisis and Continuity Management and Emergency Response

Atlantis Wells Operations Manager

Validate the plans through exercising them at defined intervals. Review the plans at least annually to reflect changes in hazards, risks, organisation or contact details, and implement identified improvements.

Level 5

5-High

4.6.4

Procedures

Crisis and Continuity Management and Emergency Response Crisis and Continuity Management and Emergency Response

Atlantis Wells Operations Manager

Provide access to trained personnel, resources, medical emergency and other facilities needed to implement and execute the crisis and continuity management plans.

Level 5

5-High

4.6.5

Procedures

Atlantis Wells Operations Manager

Implement, maintain and exercise a documented process for Level 5 accounting for personnel during and after an emergency evacuation.

4-Moderate to High

5.1.1

Assets

Project Management

Projects Manager

Implement and maintain a documented system for managing projects which provides for five stages of project development (Appraise, Select, Define, Execute and Operate) with approval at each stage-gate by an identified gatekeeper.

Level 5

5-High

5.1.2

Assets

Project Management

Projects Manager

Identify legal and regulatory and BP requirements applicable Level 4 to the design, procurement, construction, commissioning, start-up and handover of the project facilities.

5-High

Codes/standards are not utilized uniformly across the globe

Global Code Proj Standards Project Management

3-Basics/BP

Develop and embed global Projects Raise awareness of existing codes and codes/standards regulations

Harland

3/30/10

10/25-08 -- no progress; 1/18/10 -- target date to 3/30/10 from 12/30/09 per Kirton

5.1.3

Assets

Project Management

Projects Manager

Document the project objectives in a statement of requirements and have them agreed by the identified gatekeeper.

Level 4

4-Moderate to High

5.1.4

Assets

Project Management

Projects Manager

Develop and implement a documented project execution plan which covers concept selection through to handover.

Level 5

4-Moderate to High

5.1.5

Assets

Project Management

Projects Manager

Implement and maintain a comprehensive Quality Assurance/Quality Control process for project design, procurement, construction, commissioning, start up and handover.

Level 3

5-High

1) QA/QC of engineered equipment documented in ESOR system in place, but still in Embed ESOR System Equipment Integrity Assurance (EIA) program covers growing phase in that its level of detail is equipment design, procurement, manufacturing, and unclear, and inconsistencies exist acceptance 2) EIA is being rolled out to GoM, and engineers are beginning to use the ESOR process 3) We have QA/QC plans in place 4) Will be a Conformance Rating 4 at some point, may not be there yet 5) http://eia.bpweb.bp.com/ 6) Acceptance: Each producing asset has a handover document in Well Integrity Mgmt Program for GoM: http://eia.bpweb.bp.com/ 7) Each GoM Project develops a Project Quality Plan that describes the Quality Management System used for project design, procurement, construction, commissioning, startup, and handover 8) The Quality Management System is designed to follow the MPcp Engineering and Quality Management Guidelines and the ETP 50 and 32 series (DWGOM GP 50-20, 50-10, 32-10 to 19) 9) Various supporting quality-related documents are used, including Quality Requirements for Request for Quotations (RFQ), Quality Requirements for Construction Contractors, etc. 10) Refer to the Mad Dog Rig Repair Project quality documents as evidence

Project Management

2-Effeciency

Rich

1/21/10 -- ESOR and ETP 1050 now part of all well design. Complete per Rich

GoM DC OMS Gap Assessment


ID 5.1.5 Element Assets Sub-Element Project Management Sub-Element SPA Projects Manager Statement Implement and maintain a comprehensive Quality Assurance/Quality Control process for project design, procurement, construction, commissioning, start up and handover. Conformance Risk Rating Ranking Level 3 5-High Evidence Comments Gap comment Gap Title Embed Well Handover Process Aggregated Gap Wells Procedures Gap Risk 2-Effeciency Broad Corrective Action Identify and communicate access to relevant standards Specific Corrective Action(s) Set up workshop to educate D&C. SPA Waters Target Date
6/30/09

Webster, Rev.0, 6/16/09

Date, Status
10/22/09 -- Set up new IM team with responsibility to work with SS&W to finalize and communicate process. 1/21/09 -- SPA Rich to Waters. Documented Well Handover best practice now in place. Planning roll-out.

Closed n

1) QA/QC of engineered equipment documented in Unfamiliarity of all teams with Well Equipment Integrity Assurance (EIA) program covers Handover Process and documentation equipment design, procurement, manufacturing, and (not engineered equipment) acceptance 2) EIA is being rolled out to GoM, and engineers are beginning to use the ESOR process 3) We have QA/QC plans in place 4) Will be a Conformance Rating 4 at some point, may not be there yet 5) http://eia.bpweb.bp.com/ 6) Acceptance: Each producing asset has a handover document in Well Integrity Mgmt Program for GoM: http://eia.bpweb.bp.com/ 7) Each GoM Project develops a Project Quality Plan that describes the Quality Management System used for project design, procurement, construction, commissioning, startup, and handover 8) The Quality Management System is designed to follow the MPcp Engineering and Quality Management Guidelines and the ETP 50 and 32 series (DWGOM GP 50-20, 50-10, 32-10 to 19) 9) Various supporting quality-related documents are used, including Quality Requirements for Request for Quotations (RFQ), Quality Requirements for Construction Contractors, etc. 10) Refer to the Mad Dog Rig Repair Project quality documents as evidence Lack of operations and interventions 1) A requirement of MPcp, this is done formally interface early in projects and assets through HAZOPs and HAZIDs involving D&C participation on multi-disciplinary review teams 2) Formal D&C discipline-specific reviews occur during various stage gates and include "No Drilling Surprise" workshops, Drill/Complete "Well on Paper" sessions with rig crews, rig team pre-tour meetings, and pre-job JSAs 3) This is also done informally as a result of having a central D&C organization 4) Peer Assists and Peer Interaction occurs routinely where well designs being considered for Major Projects are reviewed with peers in Operations 5) Marine Ops and Assurance are involved in the development of SIMOPS strategies and plans 6) Rig Audit 7) Marine Assurance plans for new-build rigs 1) Documented in MPcp, BtB 2) Documented locally Project interface risks exist within D&C, for GoM D&C in the "Way We Work" and "MPcp for and between D&C and other functions, D&C Major Projects" especially when there is no designated Wells Team Leader or Interface Manager 1) Documented in MPcp, BtB 2) Documented locally for GoM D&C in the "Way We Work" and "MPcp for D&C Major Projects" 3) A requirement of MPcp, this is done formally through HAZOPs and HAZIDs involving D&C participation on multi-disciplinary review teams 4) Formal D&C discipline-specific reviews occur during various stage gates and include "No Drilling Surprise" workshops, Drill/Complete "Well on Paper" sessions with rig crews, rig team pretour meetings and pre-job JSAs 5) This is also done informally as a result of having a centralized D&C organization 6) Peer Assists and Peer Interaction occurs routinely where well designs being considered for Major Projects are reviewed with peers in Operations 7) Marine Ops and Assurance are involved in the development of SIMOPS strategies and plans 8) Project EDR/PHSSER 1) Requirement documented in MPcp, BtB 2) Asset-level post-well reviews are Documented locally for GoM D&C in the "Way We inconsistent Work" and "MPcp for D&C Major Projects" 3) Lessons capture happens on a number of levels and venues including bi-weekly meetings, global network teleconferences, completions monthly barnyard meetings, post-well reviews, etc. 4) Horn Mountain post-project review was well-inclusive 5) First-Year Operability Reviews are conducted consistently (driven at Segment level) 1) Well construction and delivery is governed by BtBcp and supported by GoM Well Integrity Management Program (http://dwwi.bpweb.bp.com/default.htm), Element 1Sub Element, Design Codes, Standards and Regulations Compliance, and Element 2Well Operating Procedures 2) Segment Defined Operating Practices (DWOP) 3) D&C Defined operating practices (18 ETP s + BtB) 4) D&C Recommended Practices (Surveying, Tubular Design, Well Control, and Cementing) 5) D&C Guidance (BHA Design and Downhole Tool Reliability, Well Bore Stability, Organizational Guidelines, Sidetracking, Fluids Management, Perforating, Cavings Field Guide, Stuck Pipe Library, Well Cost Estimating, Wellsite Checklists, etc.) 6) Further supported by BP Common Processes: Exploration cp (Ecp); Major Projects cp (MPcp); Beyond the Best cp (BtBcp); Base Management cp (BMcp); Integrated Field Planning cp (IFPcp); Production Efficiency Improvement cp (PEIcp); Supplier Performance Management cp (SPMcp) 1) Design in accordance to: a) GoM Well Integrity Lack of understanding of GP 48-03 Management Program applicability (http://dwwi.bpweb.bp.com/default.htm) b) Segment Defined Operating Practices (DWOP) c) D&C Defined operating practices (18 ETPs + BtB) 2) Functional Assurance provided by EAs (D&C)

5.1.6

Assets

Project Management

Projects Manager

Integrate operations, maintenance, HSSE and, where applicable, marine expertise during concept selection, definition of engineering scope, and design, construction, commissioning and handover of facilities.

Level 4

4-Moderate to High

Integrate Interventions w/Projects

Project Management

3-Basics/BP

Operations-dont agree

Interventtuiob

Harland

10/25-08 -- no progress

5.1.7

Assets

Project Management

Projects Manager

Identify and assess the risks associated with the project interfaces to existing operations and implement plans to manage the identified risks.

Level 3

5-High

Project Interfaces

Project Management

3-Basics/BP

Develop and embed process to Identify specific interface risks as opposed to Harland provide operational interface within Projects/Engineering Risks that have already Projects. been identified and implement mitigation plans

3/30/10

10/25-08 -- no progress; 1/18/10 -- target date to 3/30/10 from 12/30/09 per Kirton

5.1.8

Assets

Project Management

Projects Manager

Conduct documented HSSE reviews, pre-start up safety Level 5 reviews and operational readiness reviews for projects, including projects on existing facilities, and close out agreed actions.

5-High

5.1.9

Assets

Project Management

Projects Manager

Conduct documented post-project reviews to identify lessons Level 3 for future projects.

3-Moderate

Incon Asset Post Well Review

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

BtB Action Item is being addressed with Comp. Waters Eng. Mgr taking the lead.

3/30/10

1/18/10 -- from Sprague to Waters per Rich. Being worked by Keck with SS&W. Closure driven by the re-organization and getting key stakeholders re-engaged and aligned with the revised plan for post well reviews.

5.2.1

Assets

Design and Construction

Projects Manager

Establish the basis of design following BP requirements and Level 4 considering new technology, business requirements, performance improvement, normal and abnormal operating conditions, start-up, shut down, ramp-up, turndown and decommissioning.

5-High

5.2.2

Assets

Design and Construction

Projects Manager

Design plant, assets, facilities and floating structures (including engineered systems, marine systems, structures and protective systems) in accordance with inherently safer design principles and BP requirements.

Level 4

5-High

GP 48-03 Applicability

Project Management

1-Excellence

Develop and embed global Projects Embed D&C checklist in Select Phase to codes/standards ensure Process Safety Review has been accomplished

Harland

3/30/10

10/25-08 -- no progress; 1/18/10 -- target date to 3/30/10 from 12/30/09 per Kirton

GoM DC OMS Gap Assessment


ID 5.2.3 Element Assets Sub-Element Design and Construction Sub-Element SPA Projects Manager Statement Procure and construct plant, assets, facilities and floating structures in accordance with the design. Conformance Risk Rating Ranking Level 4 4-Moderate to High Evidence Comments 1) Functional assurance for procurement is in place and supported by PSCM team 2) Design Basis for well construction is documented 3) Quality plans are in place with suppliers 4) Procurement and well construction is also governed by additional BP Common Processes: Exploration cp (Ecp); Major Projects cp (MPcp); Beyond the Best cp (BtBcp); Base Management cp (BMcp); Integrated Field Planning cp (IFPcp); Production Efficiency Improvement cp (PEIcp); Supplier Performance Management cp (SPMcp) 1) Marine Assurance plans have been developed for DDIII and PS1 & 2 2) "BP (GoM) does not design, construct or commission MODUs. The boats we use are all third party owned. Also we chose not to delegate to BPS. I did the MAP for D&C and GOM accountabilities and assurance as requested by Harry and Kevin after we decided that GoM would not delegate anything to BPS. --quote by Neil Cramond, BP Marine Authority 3) Local marine group is led by Marine Authority, Neil Cramond. Processes, procedures, inspection plans, etc. can be located at the following: http://gomtools.bpweb.bp.com/One%20Touch/Marin e/VA_v2/Pages/default.aspx. 4) Rig Acceptance Audits cover marine assurance. Local marine group lead by Marine Authority, Neil Cramond. Processes, procedures, inspection plans, etc. can be located at the following: http://gomtools.bpweb.bp.com/One%20Touch/Marin e/VA_v2/Pages/default.aspx Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

5.2.4

Assets

Design and Construction

Projects Manager

Develop and maintain a Marine Assurance Plan, to Level 5 encompass the specification, design, construction and commissioning of the marine structure and systems of all floating production and storage units, in conjunction with BP Shipping and the Segment Marine Authority.

5-High

5.2.5

Assets

Design and Construction

Projects Manager

Delegate the supervision of the specification, design, Level 4 construction and commissioning of all Marine Vessels to BP Shipping.

3-Moderate

1) BP (GoM) does not design, construct or commission MODU's. The boats we use are all third party owned. Also we chose not to delegate to BPS. I did the MAP for D&C and GOM accountabilities and assurance as requested by Harry and Kevin after we decided that GoM would not delegate anything to BPS. --quote by Neil Cramond, Marine Authority 2) Local marine group lead my Marine Authority, Neil Cramond. Processes, procedures, inspection plans, etc. can be located at the following: http://gomtools.bpweb.bp.com/One%20Touch/Marin e/VA_v2/Pages/default.aspx 1) As previously defined in DWOP, all deviations shall be handled via Dispensation Process as detailed in Addendum 3 2) Future deviations from standards (ETPs) on a local basis will be managed via STPs or Deviation Process as described in DWOP Addendum 3 & 4; all subsequent changes will follow MoC process 3) Reference MoC process (RP for D&C MoC) 1) As previously defined in DWOP, all deviations shall be handled via Dispensation Process as detailed in Addendum 3 2) Future Deviations from standards (ETPs) on a local basis will be managed via STPs or Deviation Process as described in DWOP Addendum 3 & 4; all subsequent changes will follow MoC process 3) Reference MoC process (RP for D&C MoC) GoM Well Integrity Management Program (http://dwwi.bpweb.bp.com/default.htm), Element 2Well Operating Procedures; Integrated Acceptance Test (rigs) 5.2.8.1: a) GoM Well Integrity Management Program (http://dwwi.bpweb.bp.com/default.htm), Element 2Well Operating Procedures b) Post-well review c) MoC close-out process d) Full life-cycle integrity strategy documents in place for wells and BP-owned rigs along with maintenance, inspection and testing (MIT) plans for their implementation for wells. Rating: Level 4, High No definition of the minimum 1) All GoM BP-owned rigs operate each piece of equipment as per OEM Manuals with no deviations requirements for EOPs for BP-owned 2) There are also Equipment Operating Procedures rigs (in process now) available for the TH PDQ Rig equipment 3) Any potential excursion would require a MoC and/or Control of Work 4) Service Co. updates or bulletins are used to modify the equipment operating procedures 5) IM Audit in 2008 checked against Element 6 5.3.1.1: a) Ditto above b) Wells: Specify operating limits and tech limits regularly and at handover c) Re-visit and revise through MoC as needed 5.3.1.2: a) Safe Operating Limits are defined by manufacturers of rig equipment b) If we needed to deviate, would go through BP TA or EA and use MoC c) Integrity Management Manual - annual risk reviews to manage changing well conditions

5.2.6

Assets

Design and Construction

Projects Manager

Manage and control deviations from design standards, entity Level 5 practices and procedures through a deviation process. Manage subsequent changes through the MOC process.

5-High

5.2.7

Assets

Design and Construction

Projects Manager

Identify safety and production critical equipment and systems. Define and set safe operating envelopes, alarm parameters and required levels of inspection and maintenance.

Level 4

5-High

5.2.8

Assets

Design and Construction

Projects Manager

Develop and implement a commissioning, start-up, handover Level 4 and operating plan including a post start up review to confirm that construction is in accordance with design, all required verification testing is complete and all deviation and MOC actions are complete..

4-Moderate to High

5.3.1

Assets

Asset Operation

Thunder Horse Wells Operations Manager

Level 3 Operate plant, assets, facilities, floating structures and transport equipment within defined safe operating envelopes, in accordance with documented operating procedures and taking due account of manufacturers recommendations. 5.3.1.1 Define safe operating limits (SOL) and operating envelopes for equipment covered by operating procedures or inspection plans: Identify critical operating parameters (e.g. pressure, temperature, flow, level, vibration) that, if exceeded, may compromise equipment integrity (see Figure 5.3.1.1); Specify upper and lower limits within which the equipment/process/system can operate safely. 5.3.1.2 Establish accountabilities for defining and updating equipment safe operating limits, including but not limited to the following: (see Table 5.3.1.2).

5-High

Owned Rig Procedures

Operations Procedures

3-Basics/BP

Define and apply minimum requirements for BP-owned rig equipment operating procedures.

Dan Welch to complete and issue document specifying minimum requirements.

Harder

8/30/09

9/11/09 -- 2200-T2-IM-RP-000005, Minimum Requirements for BP Owned Rigs Site Operating Procedures was issued 7/20 per Sullivan.

5.3.2

Assets

Asset Operation

Thunder Horse Wells Operations Manager

Monitor, investigate and document excursions outside safe operating envelopes and unexpected failures of structures, materials and equipment. Identify and implement corrective actions.

Level 4

5-High

5.3.3

Assets

Asset Operation

Thunder Horse Wells Operations Manager

At defined intervals review safety and production critical equipment and upgrade them as necessary to continue to achieve safe, responsible and reliable operation and competitive performance.

Level 5

4-Moderate to High

1) We do not deviate from maximum operating parameters recommended by the OEM 2) Any potential excursion would require a MoC 3) Incident Reporting procedure requires us to investigate and report as appropriate for accidental excursions 4) Override Log monitored weekly on Pride rigs (BPowned) 1) Vendor product information bulletins are part of this process along with recommendations from the drilling contractor 2) As for maintenance efforts, critical path maintenance efforts are worked into the SIMOPs plan 3) Two safety critical lists: one of BP, one of Pride. We use Pride's list 4) Maximo tracks equipment and inspection frequencies 5) Bi-weekly Pride report of KPIs and overdue safety critical equipment 6) For Wells: SEC equipment into Maximo, worked on priority basis, KPIs reported 7) Managed at asset level, not D&C

GoM DC OMS Gap Assessment


ID 5.3.4 Element Assets Sub-Element Asset Operation Sub-Element SPA Thunder Horse Wells Operations Manager Thunder Horse Wells Operations Manager Thunder Horse Wells Operations Manager Statement Verify both the adequacy and accuracy of production metering instrumentation at defined intervals. Measure, report and investigate performance shortfall, and develop a prioritised plan to reduce such shortfall and address identified immediate and system causes. Develop and implement an inspection, maintenance and turnaround strategy to manage identified risks and deliver availability in line with the entity business strategy. Include inspection, maintenance and turnaround actions in the annual plan. 5.4.1.1 Implement a risk-based inspection, maintenance and reliability management system with tools developed and outputs documented. 5.4.1.2 Apply the Capital Value Process for Turnarounds (CVP-TAR) for full facility outages and for major TAR. Conformance Risk Rating Ranking n/a n/a Evidence Comments N/A Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

5.3.5

Assets

Asset Operation

Level 4

5-High

5.4.1

Assets

Inspection and Maintenance

Level 5

4-Moderate to High

1) We hold bi-weekly meetings with the Pride Drilling O&M Team to discuss KPIs 2) Pride also presents their HSSE and operational performance data quarterly 1) The rigs use Maximo to manage maintenance on the rig systems 2) Intervals for maintenance follow recommendations from the OEM 3) We follow Pride maintenance policy along with BP-owned rig equipment maintenance strategy document 4) 5year plans follow OEM and API guidelines 5.4.1.1: Done regularly on a frequency basis, but not risk-based inspections - driven by MMS and USCG regulations for those systems 5.4.1.2: N/A 1) Maximo Maintenance System is used and SCE is Repair/conclusion of equipment failure monitored within this system and flagged when due reports is lacking per 5.4.2.1 2) Work orders are issued according to equipment repair needs and/or OEM or API recommended intervals 3) Bi-weekly Pride overdue safety critical reviews 4) D&C In-service rig audits take place every two years per GP 10-40 5.4.2.1: a) Equip. failure reports b) Contractors document failure well c) IM-related equip. failures are put into Tr@ction program 1) Maximo Maintenance System is used and SCE is monitored within this system and flagged when due 2) Work orders are issued according to equipment repair needs and/or OEM or API recommended intervals 3) Bi-weekly Pride overdue safety critical reviews 4) D&C In-service rig audits take place every two years per GP 10-40 5.4.2.1: a) Equip. failure reports b) Contractors document failure well c) IM-related equip. failures are put into Tr@ction program 1) Maximo is used for this 2) Records are maintained in keeping with BP and regulatory requirements 5.4.3.1: GoM D&C uses Maximo Failure Report Conclusions Learnings/Tracking 3-Basics/BP Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Handled by Sullivan's Group. Sprague to engage. Harder
10/30/09

5.4.2

Assets

Inspection and Maintenance

Thunder Horse Wells Operations Manager

Implement and maintain an inspection programme to determine the condition of safety and production critical equipment and systems, and verify and document they are fit for service. Verify that deficiencies identified from the inspection programme are investigated and corrected on a timely basis. 5.4.2.1 Track critical equipment failures and apply appropriate defect elimination techniques.

Level 3

5-High

1/18/10 -- from Sprague to Sullivan per Rich.

5.4.2

Assets

Inspection and Maintenance

Thunder Horse Wells Operations Manager

Implement and maintain an inspection programme to determine the condition of safety and production critical equipment and systems, and verify and document they are fit for service. Verify that deficiencies identified from the inspection programme are investigated and corrected on a timely basis. 5.4.2.1 Track critical equipment failures and apply appropriate defect elimination techniques.

Level 3

5-High

Failure reports are not well Failure Report Comm communicated per 5.4.2.1, e.g., passing on lessons learned and applying lessons learned

Learnings/Tracking

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Sullivan's Group is SPA. We do not implement Harder M&I programs, we assure them. Use BtB process and Sharepoint to monitor and post failure report.

10/30/09

1/18/10 -- from Sprague to Sullivan per Rich.

5.4.3

Assets

Inspection and Maintenance

Thunder Horse Wells Operations Manager

Implement and maintain a maintenance management system to plan, schedule, resource and record the results of inspection and maintenance work. 5.4.3.1 Adopt Maximo when upgrading the local business electronic work management system.

Level 4

5-High

5.4.3: Inspection reporting results are not Document Inspection always documented in Maximo - difficult Reports to do trending reports - can't access reports in Maximo

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Sullivan's Group is SPA. We do not implement Harder M&I programs, we assure them. Use BtB process and Sharepoint to monitor and post failure report. Need to discuss with Rig Audit process.

10/30/09

1/18/10 -- from Sprague to Sullivan per Rich.

5.4.4

Assets

Inspection and Maintenance

Thunder Horse Wells Operations Manager

5.4.5

Assets

Inspection and Maintenance

Thunder Horse Wells Operations Manager Thunder Horse Wells Operations Manager

Evaluate inspection programme results and maintenance Level 5 regimes, and modify the programmes to take account of the risk of equipment and system failure. 5.4.4.1 Assess, evaluate and utilize inspection and condition monitoring data when making risk-based decisions on scope of equipment repair and program optimization. Implement and maintain a process to verify that equipment Level 5 replacement or modification maintains operating integrity.

5-High

The Maximo System is constantly being updated with learnings, product information bulletin information, and when work is performed on each piece of equipment 5.4.4.1: Handled as part of business plan 1) BizFlow MoC System is used on all rigs 2) TAs advised when needed 3) Reviewed by EAs and TAs 4) Control of Work Process 5) Commissioning and inspection 1) Any rig system out of service for a length of time such as warm and or cold stack will be recommissioned 2) Pre-startup review 3) HSSE checklist 5.4.6.1: a) Part of re-commissioning process b) Preoperational checklist c) Pre-startup checklist d) Third-party verification 5.4.6.2: Ditto 1) BP ETP, STP, and Policy documents are aligned with updated MMS regulatory requirements 2) Decommissioning and abandonment cost for end-oflife wells are comprehended in cost model during concept selection and updated throughout the life of projects 3) ETP (GP10-60) Zonal Isolation, etc. 4) Rig decommissioning 5) ISD GP 48-04 5.5.1.1: Ditto 1) Risk Management as part of BtBcp for Wells P&A operations 2) Risk Management Processes and tools are being updated in alignment with OMS 1) Section 26 of the Drilling and Well Operations Practice (DWOP) book (https://epti.bpglobal.com/C17/C4/GlobalDocLib/Doc ument%20Library/NEW%20DWOP%20REV%206.p df) 2) ETP (GP 10-60), Zonal Isolation Requirements during Drilling Operations and Well Abandonment and Suspension (http://etplib.bpweb.bp.com/login/IntegratedLogin.jsp ?docNumber=GP%2010-60&docType=etp) 3) Regional Oil Spill Plan (http://docs.bpweb.bp.com/us_wl_dk_gom_hse:/webs ite/custom/ims_vol2/index.htm) 4) Following MMS standards and 2003 DWOP 5) Updated 2008 DWOP will be rolled-out to GoM D&C in Oct. 6) MSDS sheets 7) GoM Safe Practices Manual 1) Handled by BP Shipping 2) Documents that address these requirements Global Marine Standard (elements 14 & 15) 3) Recognized - Logistics Group handles that activity for D&C

5-High

5.4.6

Assets

Inspection and Maintenance

Verify equipment that has been out of service is fit-forservice prior to use. 5.4.6.1 Develop and utilize quality assurance/quality control processes, performance acceptance criteria and/or certified testing prior to putting equipment back into service after repair. 5.4.6.2 Confirm that operating parameters of equipment returned to service remain valid.

Level 5

5-High

5.5.1

Assets

Decommissioning and Remediation

E&A Wells Operations Manager

Identify and consider decommissioning and remediation Level 4 needs during project concept selection and design approval, updating them as needed over the lifecycle of the asset. 5.5.1.1 Incorporate regulatory and BP requirements for local businesses pertaining to decommissioning and remediation activities: Include the requirements for addressing soil and groundwater contamination and waste.

4-Moderate to High

5.5.2

Assets

Decommissioning and Remediation

E&A Wells Operations Manager E&A Wells Operations Manager

Develop a risk based plan prior to decommissioning, long term shutdown, demolition or remediation and implement when required.

Level 4

4-Moderate to High

5.5.3

Assets

Decommissioning and Remediation

Identify and manage HSSE impacts of decommissioning and Level 4 remediation on existing operations, neighbours and the local community.

4-Moderate to High

5.6.1

Assets

Marine Operations Thunder Horse Wells Operations Manager

5.6.2

Assets

Marine Operations Thunder Horse Wells Operations Manager

Recognise BP Shippings sole accountability for marine n/a activity related to the transportation of cargo by bulk, with particular reference to the execution of the chartering, purchasing, leasing, selling and recycling of cargo carrying marine vessels and the provision of manning and technical management, voyage operation (including non customer facing scheduling), and vetting services for all cargo carrying marine vessels. Procure, charter, select, contract, operate and maintain Level 5 marine vessels used in exploration, development and production to a defined standard.

n/a

5-High

5.6.3

Assets

Marine Operations Thunder Horse Wells Operations Manager

Conduct the scheduling of customer facing hydrocarbon transportation to a defined standard.

n/a

n/a

1) Handled by Marine Assurance 2) Documents that address these requirements include Global Marine Standard (elements 14 & 15) 3) GRP on marine operations 4) Segment-defined practice 5) ETP DWOP - rig audit, acceptance, addresses GRP relating to MODUs 6) Reported quarterly 7) ETP is fully implemented 8) Local marine activity handled by Logistics N/A to D&C

GoM DC OMS Gap Assessment


ID 5.6.4 Element Assets Sub-Element Sub-Element SPA Statement Conformance Risk Rating Ranking n/a n/a Evidence Comments N/A to D&C Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

5.6.5

Assets

Marine Operations Thunder Horse Wells Operations Manager Marine Operations Thunder Horse Wells Operations Manager

Operate and maintain Marine Terminals to a defined standard. Implement and maintain procedures that specify the requirements of a ship/shore interface. Require that any marine vessel contracted for use by the BP Level 5 entity meets a defined standard, fit for purpose and is vetted and approved by a defined process.

5-High

5.6.6

Assets

Marine Operations Thunder Horse Wells Operations Manager

Produce an annual marine report on the scale of marine n/a activity within the entity identifying associated marine risks.

n/a

6.1.1

Optimization

Plant Optimization Technology Manager

Identify and evaluate operating improvements and put prioritised plans in place to implement them.

Level 5

4-Moderate to High

6.1.1

Optimization

Plant Optimization Technology Manager

Identify and evaluate operating improvements and put prioritised plans in place to implement them.

Level 5

4-Moderate to High

6.1.1

Optimization

Plant Optimization Technology Manager

Identify and evaluate operating improvements and put prioritised plans in place to implement them.

Level 5

4-Moderate to High

6.1.2

Optimization

Plant Optimization Technology Manager

Analyze production variances and put prioritised plans in place to reduce them.

n/a

n/a

1) Handled by Marine Assurance 2) Documents that address these requirements include Global Marine Standard (elements 14 & 15) 3) GRP on marine operations 4) Segment-defined practice 5) ETP DWOP - rig audit, acceptance, addresses GRP relating to MODUs 6) Reported quarterly 7) ETP fully implemented 8) Local marine activity handled by Logistics 1) Handled by Marine Assurance 2) Documents that address these requirements include Global Marine Standard (elements 14 & 15) N/A to D&C 1) DIMS (moving to OpenWells) is standard D&C tool for archiving operational records and to evaluate performance 2) A standard probabalistic risk and cost forecasting tool is used: MWE & SWE (https://epti.bpglobal.com/C0/Well%20Cost%20Esti mating/default.aspx) 3) Standard KPIs of Days/10K and Days/Completion 4) D&C has operating envelope for Depth & Departure 5) These tools and processes are verified as projects go through MPcp/BtB Stage Gate Reviews 6) EOW Reports capture improvement ideas 7) GoM rig performance is monitored and reported in weekly standardized score cards 8) If operating conditions require a deviation from approved procedures, then an MoC is required 9) Track downtime for rigs (monthly) 10) Safe Operating Limits for all equipment - SORA for deviations (or MoC) 11) Track equipment performance in Maximo w/ work orders, inspection plans (BP-owned rigs) 12) Reliability - maintenance plans - condition-based maintenance, ongoing in Maximo 13) Reliability of systems contributes to maintenance plans 14) Product quality of rig fleet team and Pride - close relationships w/ vendors, equipment failure reports/feedback to vendors 14) Financialcommercial: monitor pricing/invoicing for third party work done on rig 15) Monitored/challenged costs 16) Monitor spills 17) SBM and spill containment 18) Air emissions monitoring 19) Technical Limit 20) 1) DIMS (moving to OpenWells) is standard D&C tool for archiving operational records and to evaluate performance 2) A standard probabalistic risk and cost forecasting tool is used: MWE & SWE (https://epti.bpglobal.com/C0/Well%20Cost%20Esti mating/default.aspx) 3) Standard KPIs of Days/10K and Days/Completion 4) D&C has operating envelope for Depth & Departure 5) These tools and processes are verified as projects go through MPcp/BtB Stage Gate Reviews 6) EOW Reports capture improvement ideas 7) GoM rig performance is monitored and reported in weekly standardized score cards 8) If operating conditions require a deviation from approved procedures, then an MoC is required 9) Track downtime for rigs (monthly) 10) Safe Operating Limits for all equipment - SORA for deviations (or MoC) 11) Track equipment performance in Maximo w/ work orders, inspection plans (BP-owned rigs) 12) Reliability - maintenance plans - condition-based maintenance, ongoing in Maximo 13) Reliability of systems contributes to maintenance plans 14) Product quality of rig fleet team and Pride - close relationships w/ vendors, equipment failure reports/feedback to vendors 14) Financialcommercial: monitor pricing/invoicing for third party work done on rig 15) Monitored/challenged costs 16) Monitor spills 17) SBM and spill containment 18) Air emissions monitoring 19) Technical Limit 20) 1) DIMS (moving to OpenWells) is standard D&C tool for archiving operational records and to evaluate performance 2) A standard probabalistic risk and cost forecasting tool is used: MWE & SWE (https://epti.bpglobal.com/C0/Well%20Cost%20Esti mating/default.aspx) 3) Standard KPIs of Days/10K and Days/Completion 4) D&C has operating envelope for Depth & Departure 5) These tools and processes are verified as projects go through MPcp/BtB Stage Gate Reviews 6) EOW Reports capture improvement ideas 7) GoM rig performance is monitored and reported in weekly standardized score cards 8) If operating conditions require a deviation from approved procedures, then an MoC is required 9) Track downtime for rigs (monthly) 10) Safe Operating Limits for all equipment - SORA for deviations (or MoC) 11) Track equipment performance in Maximo w/ work orders, inspection plans (BP-owned rigs) 12) Reliability - maintenance plans - condition-based maintenance, ongoing in Maximo 13) Reliability of systems contributes to maintenance plans 14) Product quality of rig fleet team and Pride - close relationships w/ vendors, equipment failure reports/feedback to vendors 14) Financialcommercial: monitor pricing/invoicing for third party work done on rig 15) Monitored/challenged costs 16) Monitor spills 17) SBM and spill containment 18) Air emissions monitoring 19) Technical Limit 20) N/A to D&C

No clear written process describing the opportunity hopper of ideas for improvement for rigs

Rig Imprvmnt Op Hopper Process

Learnings/Tracking

1-Excellence

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Need to discuss with Sullivan. Consider management with Sharepoint.

Sprague

10/30/09

1/21/10 -- All contractors now participate periodically in operating improvement planning process reviews. Closed per Sprague/Rich

Some equipment failure reports don't Address, Track Equip always address conclusions, or end up in Failure Tr@ction, or are actioned (wells and rigs)

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Being addressed in NPT Sharepoint Site

Sprague

10/30/09

1/18/10 -- NCR system rolled out to LT; Revised NPT process; Skelton to review and finalize process for NPT & NCR and roll out; per Rich.

Not common knowledge where some tools are located, e.g., MWE, SWE

MWE, SWE Tool Awareness

Wells Procedures

2-Effeciency

Identify and communicate access to relevant standards

Will clarify in Drilling Engineering Procedures Guide.

Sprague

4/30/10

10/22/09 -- Need to develop and communicate to Drilling Engineering Procedures Guide. 1/21/10 -- SPA Rich to Sprague.

GoM DC OMS Gap Assessment


ID 6.1.3 Element Optimization Sub-Element Sub-Element SPA Statement Monitor the impact of changes to feedstocks and operating conditions on maintenance and inspection activities. Conformance Risk Rating Ranking n/a n/a Evidence Comments N/A to D&C Operational Feedstock Comment: Muds, brines, and chemicals used in drilling and completing wells are monitored by fluid engineers on the rigs. N/A to D&C N/A to D&C N/A to D&C Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

Plant Optimization Technology Manager

6.2.1 6.2.2 6.3.1

Optimization Optimization Optimization

Energy Energy

NA NA

6.3.2

Optimization

6.4.1

Optimization

Feedstock and NA Product Scheduling and Inventory Feedstock and NA Product Scheduling and Inventory Quality Assurance NA

Include energy usage in the entity business strategy and n/a annual plan. Assess, prioritise and implement technologies and other n/a systems for improving energy usage. Develop and implement a logistics, inventory and production n/a scheduling process to meet business needs.

n/a n/a n/a

Review the effectiveness of this scheduling process at defined intervals and implement identified improvements.

n/a

n/a

N/A to D&C

6.4.2

Optimization

Quality Assurance NA

6.4.3

Optimization

Quality Assurance NA

6.5.1

Optimization

Technology

Technology Manager

Establish feedstock, intermediates and product specifications based on customer and business needs and operational considerations. Implement and maintain quality assurance programmes to assure BP, contractor or supplier activities that are material to operating performance. Monitor that products sold by BP meet product specifications. Respond to variances, identify immediate and system causes and take corrective action. Identify opportunities for application of new or existing technologies consistent with the business entity strategy.

n/a

n/a

N/A to D&C

n/a

n/a

N/A to D&C (covered in 6.6.1)

n/a

n/a

N/A to D&C

Level 4

3-Moderate

No consistent Technology governance 1) We have a GoM D&C Technology Plan that includes drilling, completions, and interventions for process high-value technologies that apply across the SPU 2) Each of the producing assets and projects also have technology plans for their individual needs 3) The Wells Plan is integrated with the SPU technology strategy and plans to ensure alignment with the SPU business strategy 4) The GoM technology manager coordinates input from the assets and functions as part of the annual LTP process 5) The functional technology SPAs meet quarterly to update alignment and address common issues 6) We also interface with EPT to seek alignment with them on the GoM D&C technology needs 7) The GoM D&C technology manager hosts detailed annual project reviews with the EPT D&C flagship projects 8) We present our needs and issues, and they present their current projects and proposed new projects 9) Front End Loading considers technology enhancements (short-term) 10) MPcp has a technology readiness level component (longer view)

Technology Gvrnance Process

Technology

1-Excellence

Keck

6.5.1

Optimization

Technology

Technology Manager

Identify opportunities for application of new or existing technologies consistent with the business entity strategy.

Level 4

3-Moderate

1) We have a GoM D&C Technology Plan that Re: Assets and Projects - D&C D&C/Asset Technlgy Plan includes drilling, completions, and interventions for technology plans may overlap, conflict or Overlap high-value technologies that apply across the SPU overlook 2) Each of the producing assets and projects also have technology plans for their individual needs 3) The Wells Plan is integrated with the SPU technology strategy and plans to ensure alignment with the SPU business strategy 4) The GoM technology manager coordinates input from the assets and functions as part of the annual LTP process 5) The functional technology SPAs meet quarterly to update alignment and address common issues 6) We also interface with EPT to seek alignment with them on the GoM D&C technology needs 7) The GoM D&C technology manager hosts detailed annual project reviews with the EPT D&C flagship projects 8) We present our needs and issues, and they present their current projects and proposed new projects 9) Front End Loading considers technology enhancements (short-term) 10) MPcp has a technology readiness level component (longer view) 1) We evaluate major technology projects both from Resource sharing commitments from EPT and assets 2) Since most technology projects assets are difficult to help implement technology broadly are funded by the assets, the assets usually help select and apply the projects themselves 3) The D&C function does select cross-SPU projects, usually with EPT, and helps get them implemented 4) Minor technologies are evaluated routinely via well review process 5) Four TLs in D&C looking at technologies 6) Each asset submits a technology plan as part of their LTP 1) PO's for casing and tubing, wellheads, trees specify the BP GIS standards for quality manufacturing 2) D&C LT approves with selection based on capabilities and HSSE 3) Quality Audits done to ensure suppliers maintain the required standards 4) Change to suppliers goes through prequalification audit for mfg ability 5) From engineering perspective, have IM program and QA program that apply to goods and services 6) Line oversight prior to PO (requisition approval) 7) Deviations from GIS standards by supplier go through formal approval/acceptance within BP 8) Financial: Comprehensive viability assurance for major suppliers and contractors 9) Integrity Assurance Specification for the Procurement of Critical Equipment for Drilling & Completions (excluding Tubular Products) (AKA ETP10-50) 10) Integrity Assurance Specification for the Procurement of Tubular Products and Connection Manufacturing Services (for use in Wells) 11) Establishing BP Global QCPs Process for the Production of BP Global QCPs and associated Documents 12) Design Review Process for Drilling, Completions, and Subsea Equipment 13) Equipment Integrity Assurance Guidelines 14) Procedures for Auditing Suppliers for Drilling & Completions 15) Drilling & Completions Equipment Surveillance

Technology

1-Excellence

Keck

6.5.2

Optimization

Technology

Technology Manager

Evaluate, select and apply preferred technologies.

Level 4

3-Moderate

Technlgy Resource Sharing Technology

1-Excellence

Keck

6.6.1

Optimization

Procurement

Rigs and Wells Implement and maintain a procurement process for materials Level 4 Services Manager and services that defines specifications and standards; establishes a supplier selection process based on criteria that include HSSE considerations; meets delivery requirements; considers life-cycle cost; and provides clear procedures for changes to suppliers, materials and services.

5-High

Our quality and reliability efforts have Rental Equip QA been focused on BP-owned equipment. Less focus has been given on rental equipment (additional global integrity assurance specifications are forthcoming for rental equipment later in '09)

Contractor Interface

3-Basics/BP

Develop and embed Rental Equipment quality and reliability assurance program

Actions underway to cover rental equipment.

Rich/Sprague

10/30/09

1/18/10 -- Completed through IASO 3 implementation per Rich

GoM DC OMS Gap Assessment


ID 6.6.2 Element Optimization Sub-Element Procurement Sub-Element SPA Statement Conformance Risk Rating Ranking Level 3 1-Low Evidence Comments Gap comment Gap Title Aggregated Gap Gap Risk 2-Effeciency Broad Corrective Action Specific Corrective Action(s) Rich SPA Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

Rigs and Wells Review the effectiveness of the procurement process at Services Manager defined intervals and implement identified improvements.

6.7.1

Optimization

Materials Management

Rigs and Wells Identify and maintain the material inventories required to Services Manager deliver operating performance.

Level 4

4-Moderate to High

1) PSCM - Common Process sets the standard 2) Don't have a defined interval Coaches exist within PSCM to assist with documented in Common Process implementation 3) Internal control audit conducted document [M. Gonzalez to confirm] periodically to verify compliance with BP internal controls for procurement 4) Financial audits of suppliers produce comprehensive report identifying areas of improvement in procurement process 5) Periodic quality audits based on specific material being made 6) KPIs used during SPM - market intelligence for U.S. and also global 7) Marketing Intelligence/Contracting Excellence Groups embedded in PSCM (http://epsegmentcommonprocess.bpweb.bp.com/De fault.aspx?tabid=83) 1) Detailed information related to this sub-element can be found on GoMs Materials Management website including the following: a) GoM materials and equipment visibility lists b) Links to MAETrax tool and Legacy MMS c) Houma Preservation and Maintenance Facility (PMF) site information and processes d) GoM Logistics procedures, aviation/boat schedules, and shorebase contacts e) Materials management training and support information f) All evidence is located in the MMG Website: http://mmg.bpweb.bp.com/ 2) Materials Management has material control personnel embedded inside all D&C operations 1) Detailed information related to this sub-element can be found on GoMs Materials Management website including the following: a) GoM materials and equipment visibility lists b) Links to MAETrax tool and Legacy MMS c) Houma Preservation and Maintenance Facility (PMF) site information and processes d) GoM Logistics procedures, aviation/boat schedules, and shorebase contacts e) Materials management training and support information f) All evidence is located in the MMG Website: http://mmg.bpweb.bp.com/ 1) Detailed information related to this sub-element can be found on GoMs Materials Management website including the following: a) GoM materials and equipment visibility lists b) Links to MAETrax tool and Legacy MMS c) Houma Preservation and Maintenance Facility (PMF) site information and processes d) GoM Logistics procedures, aviation/boat schedules, and shorebase contacts e) Materials management training and support information 2) All evidence is located in the MMG Website: http://mmg.bpweb.bp.com/ 3) Continuous improvement teams 4) Monthly KPIs 1) Quarterly Performance Reviews 2) Peer Assists 3) Peer Reviews 4) Rig Crew Engagement Meetings 5) Bi-Weekly Lessons Learned sharing meetings 6) Townhall meetings 7) Project Stage Gate Reviews 8) Weekly Team Meetings 9) Annual Performance reviews 1) After Action Reviews 2) BP Internal Audits 3) End of Well Reports 4) Incident (Safety, NonProductive Time) Investigations 5) EIAG 6) PIPs 7) Performance Reviews 8) KPIs 9) Rig audit 6.8.2.1: a) Continuous improvement plans across the D&C b) Rig Audit action plans c) Closeout plans in Tr@ction d) Completion Excellence plans e) DWOPs, CWOPs 6.8.2.2: a) D&C Excellence Teams b) D&C Engineering advisors c) Sector specialists d) Performance Team e) PDPs f) Bi-weekly Lessons Learned meetings g) Ops meetings h) WEPF i) Completions Excellence, Drilling, Ops, Intervention Networks 1) After Action Reviews 2) BP Internal Audits 3) End of Well Reports 4) Incident (Safety, NonProductive Time) Investigations 5) EIAG 6) PIPs 7) Performance Reviews 8) KPIs 9) Rig audit 6.8.2.1: a) Continuous improvement plans across the D&C b) Rig Audit action plans c) Closeout plans in Tr@ction d) Completion Excellence plans e) DWOPs, CWOPs 6.8.2.2: a) D&C Excellence Teams b) D&C Engineering advisors c) Sector specialists d) Performance Team e) PDPs f) Bi-weekly Lessons Learned meetings g) Ops meetings h) WEPF i) Completions Excellence, Drilling, Ops, Intervention Networks 1) After Action Reviews 2) BP Internal Audits 3) End of Well Reports 4) Incident (Safety, NonProductive Time) Investigations 5) EIAG 6) PIPs 7) Performance Reviews 8) KPIs 9) Rig audit 6.8.2.1: a) Continuous improvement plans across the D&C b) Rig Audit action plans c) Closeout plans in Tr@ction d) Completion Excellence plans e) DWOPs, CWOPs 6.8.2.2: a) D&C Excellence Teams b) D&C Engineering advisors c) Sector specialists d) Performance Team e) PDPs f) Bi-weekly Lessons Learned meetings g) Ops meetings h) WEPF i) Completions Excellence, Drilling, Ops, Intervention Networks 1) After Action Reviews 2) BP Internal Audits 3) End of Well Reports 4) Incident (Safety, NonProductive Time) Investigations 5) EIAG 6) PIPs 7) Performance Reviews 8) KPIs 9) Rig audit 6.8.2.1: a) Continuous improvement plans across the D&C b) Rig Audit action plans c) Closeout plans in Tr@ction d) Completion Excellence plans e) DWOPs, CWOPs 6.8.2.2: a) D&C Excellence Teams b) D&C Engineering advisors c) Sector specialists d) Performance Team e) PDPs f) Bi-weekly Lessons Learned meetings g) Ops meetings h) WEPF i) Completions Excellence, Drilling, Ops, Intervention Networks DEIP not rolled out

Prcurmnt Effectivenss Rev Contractor Interface Timng

6.7.2

Optimization

Materials Management

Rigs and Wells For stored materials, implement and maintain a system to Level 4 Services Manager identify, inspect and protect them from deterioration, paying particular attention to those that form part of safety and production critical equipment.

4-Moderate to High

6.7.3

Optimization

Materials Management

Rigs and Wells Review materials management performance at defined Services Manager intervals and implement identified improvements.

Level 5

3-Moderate

6.8.1

Optimization

Continuous Improvement

Drilling Engineering Manager

Engage the workforce to build continuous improvement culture and behaviours.

Level 4

2-Low to Moderate

6.8.2

Optimization

Continuous Improvement

Drilling Engineering Manager

Systematically identify defects in the plant, process, people and performance elements of the entitys operating activity and implement improvements utilising continuous improvement methodologies and tools. 6.8.2.1 Identify gaps and build plans to act on specific opportunities for eliminating defects in the local business in a systemetic manner. 6.8.2.2 Include resources for local CI activities in the annual business plan, including process evaluation and standardization, implementation of lessons learned/best practices, and capability development.

Level 3

4-Moderate to High

DEIP not Rolled Out

Wells Procedures

2-Effeciency

Roll out DEIP

Rich

8/30/09

Has been rolled out per Sprague 8/18/09

6.8.2

Optimization

Continuous Improvement

Drilling Engineering Manager

Systematically identify defects in the plant, process, people and performance elements of the entitys operating activity and implement improvements utilising continuous improvement methodologies and tools. 6.8.2.1 Identify gaps and build plans to act on specific opportunities for eliminating defects in the local business in a systemetic manner. 6.8.2.2 Include resources for local CI activities in the annual business plan, including process evaluation and standardization, implementation of lessons learned/best practices, and capability development.

Level 3

4-Moderate to High

Inconsistent Tech Limit process

Incon Tech Limit Process

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

BtB Audit findings being worked by Jake Skelton.

Sprague

12/30/09

1/21/10 -- Tech limit guidance document now complete and process initiated. Closed per Sprague.

6.8.2

Optimization

Continuous Improvement

Drilling Engineering Manager

Systematically identify defects in the plant, process, people and performance elements of the entitys operating activity and implement improvements utilising continuous improvement methodologies and tools. 6.8.2.1 Identify gaps and build plans to act on specific opportunities for eliminating defects in the local business in a systemetic manner. 6.8.2.2 Include resources for local CI activities in the annual business plan, including process evaluation and standardization, implementation of lessons learned/best practices, and capability development.

Level 3

4-Moderate to High

Inconsistent Well reviews (IBR)

Incon Well Review Process Organization Management

2-Effeciency

Jassal

6.8.2

Optimization

Continuous Improvement

Drilling Engineering Manager

Systematically identify defects in the plant, process, people and performance elements of the entitys operating activity and implement improvements utilising continuous improvement methodologies and tools. 6.8.2.1 Identify gaps and build plans to act on specific opportunities for eliminating defects in the local business in a systemetic manner. 6.8.2.2 Include resources for local CI activities in the annual business plan, including process evaluation and standardization, implementation of lessons learned/best practices, and capability development.

Level 3

4-Moderate to High

6.8.2.1 Lack of situational awareness (unknown unknowns) and decisionmaking

Lack of Situational Awareness

Learnings/Tracking

2-Effeciency

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Sprague/Thierens developing training program Sprague for D&C in Excellent Execution.

12/30/10

1/21/10 -- target date from 12/30/09 to 12/30/10. In progress per Sprague.

GoM DC OMS Gap Assessment


ID 6.8.3 Element Optimization Sub-Element Continuous Improvement Sub-Element SPA Drilling Engineering Manager Statement Implement and maintain a process to capture learnings and sustain performance improvements in the local OMS. Conformance Risk Rating Ranking Level 3 3-Moderate Evidence Comments 1) Beyond the Best Process 2) Major Project Common Process 3) Team Link 4) Tr@ction 5) Continuous Improvement Plans 6) Performance Scorecards 7) Benchmarking 8) Purple Book Gap comment D&C doesn't have a structured and specific, standardized CI plan Gap Title Standardized Cont Imp Plan Aggregated Gap Learnings/Tracking Gap Risk 2-Effeciency Broad Corrective Action Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Implement OMS Specific Corrective Action(s) Use BtB CIP Process -- Leary to own. Use OMS and BtB. Need D&C Ops & Engr CIP Plan documented. Rich SPA Target Date
12/30/09

Webster, Rev.0, 6/16/09

Date, Status
1/18/10 -- Sprague to Rich per Rich.

Closed n

6.8.3

Optimization

Continuous Improvement

Drilling Engineering Manager Drilling Engineering Manager

Implement and maintain a process to capture learnings and sustain performance improvements in the local OMS.

Level 3

3-Moderate

6.8.3

Optimization

Continuous Improvement

Implement and maintain a process to capture learnings and sustain performance improvements in the local OMS.

Level 3

3-Moderate

1) Beyond the Best Process 2) Major Project Common Process 3) Team Link 4) Tr@ction 5) Continuous Improvement Plans 6) Performance Scorecards 7) Benchmarking 8) Purple Book 1) Beyond the Best Process 2) Major Project Common Process 3) Team Link 4) Tr@ction 5) Continuous Improvement Plans 6) Performance Scorecards 7) Benchmarking 8) Purple Book

OMS not implemented yet, and we have Implement OMS not yet been through the Continuous Improvement cycle No process in place to utilize data collected Capture Learnings

OMS

3-Basics/BP

OMS development in progress.

Jassal

12/30/09

12/18: MoC complete, approved by Leary/Joslin/Skelton/Lacy/Dupree.

Learnings/Tracking

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Use BtB CIP Process -- Leary to own. Need D&C Ops & Engr CIP Plan documented.

Rich

12/30/09

1/18/10 -- Sprague to Rich per Rich.

7.1.1

Privilege to Operate

Regulatory Compliance

Director

Identify applicable legal and regulatory HSSE requirements, Level 5 determining how these apply to the entitys projects, operations, maintenance, inspection, marine, decommissioning and remediation activities, and products and services. 7.1.1.1 Develop and maintain a compliance matrix of HSSE regulatory and other legal HSSE requirements applicable to the local business: List obligations for HSSE permits and authorizations associated with local business; Assign specific accountability for the development and management of the local HSSE compliance matris; Make the HSSE compliance matrix readily available across the organization. Put a process in place to identify and where necessary implement an MOC for changes to applicable legal and regulatory HSSE requirements. Level 3

5-High

1) Compliance Management System (CMS) covers all legal and regulatory requirements 2) Each facility has a CMS Matrix which identifies all compliance tasks that are required 3) The tasks were developed by BP Compliance and verified by the rig for applicability 7.1.1.1: a) Compliance Management System (CMS) covers all legal and regulatory requirements b) Each facility has a CMS Matrix which identifies all compliance tasks that are required c) The tasks were developed by BP Compliance and verified by the rig for applicability 1) GoM Regulatory Notice Process manages changes to requirements 2) Document Number: CD # UPS-US-SW-GOM-HSE-DOC-000xx-2 3) This process is in practice; however, the document is in draft stage 1) CMS Compliance Matrices for each drilling facility identifies tasks necessary for compliance 2) Process is systematic 3) The CMS team audits the process annually, and changes tasks as necessary 1) Operational controls are identified in the compliance matrices for each task 2) The tasks are currently being conducted but not systematically (each site completes tasks differently, and there is no completion status report) Compliance Management System (CMS): 1) Each facility has a CMS Matrix which identifies all compliance tasks that are required 2) The Matrix identifies a person who is responsible for the task The current process to ensure compliance with changes is not fully implemented because the document is still in draft Reg Change Proc Compliance Program 5-Sig Risk Develop and embed Regulatory Change procedure Dvelop a GoM Regulatory Notice Process that manages changes to regualtory requirements (Scherie Douglas). Tink
10/30/09

7.1.2

Privilege to Operate

Regulatory Compliance

Director

5-High

Document completed 2Q 09' per Tink. 9/22/09 Jim Grant considering rollout options for SPU if no rollout by SPU, will execute D&C rollout. 10/21/09 - Jim Grant Rolled out to D&C LT. Complete - Tink.

7.1.3

Privilege to Operate

Regulatory Compliance

Director

Identify and document specific compliance tasks to meet applicable legal and regulatory HSSE requirements.

Level 5

5-High

7.1.4

Privilege to Operate

Regulatory Compliance

Director

Establish and implement operational controls needed to accomplish the identified compliance tasks to meet applicable legal and regulatory HSSE requirements.

Level 3

5-High

7.1.5

Privilege to Operate

Regulatory Compliance

Director

Assign and document accountabilities for the identified compliance tasks to meet applicable legal and regulatory HSSE requirements, and communicate these to the accountable individuals.

Level 3

5-High

No systematic way to ensure task Compliance Task completion due to complexity of dealing Completion with different contractors and processes. (Develop operational controls document to ensure tasks are completed and roll out to D&C) The accountable individuals perform Clear CMS Accountability their tasks, but are not clear about their accountability within the Compliance Management System per the CMS requirement Compliance Task Completion

Compliance Program

3-Basics/BP

Develop and embed Compliance Program to D&C Organization

Develolp a Compliance Management System Process document.

Tink

12/30/09

1/15/10 Tink - Document approved and posted on the HSSE Website

Compliance Program

4-Moderate to High

Develop and embed Compliance Program to D&C Organization

Develop compliance system rollout roles and Tink responsibilities and rollout to affect employees.

4/30/10

9/22/09 - still on track for end of 1Q 10' delivery, Tink. 1/15/10 Material developed rollout plan currently being worked, Tink. Moved completion date back to April so rollout can be done at WLS Meetings - Tink 3/9/10 9/22/09 - have completed rig by rig assessment of current tracking methods. Still on track to deliver by end of October, Tink. 10/28/09 - A tracking tool has been chosen and accepted by Harry Thierens. Complete Tink.

7.1.6

Privilege to Operate

Regulatory Compliance

Director

Verify completion of the identified compliance tasks to meet Level 2 applicable legal and regulatory HSSE requirements, report and investigate instances of non-compliance and take action to prevent recurrence.

5-High

No current system used to verify 1) Each facility tracks the completion of tasks and identify suspected deviations independently 2) CMS completion of all identified HSSE compliance tasks on all drilling rigs Best Practices Recommendation for completion tracking are those tasks that require reporting to an Agency should be electronically tracked 3) MMS and EPA noncompliances are entered into Tr@ction and investigated per GoM incident processes 1) Each facility tracks the completion of tasks and Not all BP-requirements (non-regulatory) identify suspected deviations independently 2) CMS task failures are entered into Tr@ction Best Practices Recommendation for completion tracking are those tasks that require reporting to an Agency should be electronically tracked 3) MMS and EPA noncompliances are entered into Tr@ction and investigated per GoM incident processes 1) CMS requirements meet the requirements for the program but it has not been fully implemented [await response from Tammy - SPU] 1) No formal rollout 2) Initial communication to WSLs and HSE advisors prior to program implementation We lack an operational controls document that would include noncompliance tasks, and would be rolled out to D&C

Compliance Program

3-Basics/BP

Develop and embed Compliance Program to D&C Organization

Evaluate and select a compliance tracking tool. Tink

10/30/09

7.1.6

Privilege to Operate

Regulatory Compliance

Director

Verify completion of the identified compliance tasks to meet Level 2 applicable legal and regulatory HSSE requirements, report and investigate instances of non-compliance and take action to prevent recurrence.

5-High

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Tink

Tink

10/30/09

1/18/10 -- Sprague to Tink per Rich.

Traction for Rqrmnt Failure Learnings/Tracking


Compliance Control Doc Compliance Program 3-Basics/BP Develop and embed Compliance Program to D&C Organization Develolp a Compliance Management System Process document. Tink
12/30/09

7.1.7

Privilege to Operate

Regulatory Compliance

Director

Implement and maintain a programme for verifying compliance with other (non HSSE) legal and regulatory requirements.

Level 3

5-High

1/15/10 Tink - Document approved and posted on the HSSE Website

7.1.8

Privilege to Operate

Regulatory Compliance

Director

Communicate to the workforce the existence and importance Level 1 of these compliance programmes.

5-High

Lack of understanding among D&C Compliance Proc organization of the compliance programs Understanding

Compliance Program

3-Basics/BP

Develop and embed Compliance Program to D&C Organization

Rollout Compliance Management System program to the D&C organization

Tink

4/30/10

9/22/09 - still on track for end of 1Q 10' delivery, Tink. Material developed - rollout plan currently being worked, Tink. Moved completion date back to April so rollout can be done at WLS Meetings - Tink 3/9/10

7.2.1

Privilege to Operate

Community and Stakeholder Relationships Community and Stakeholder Relationships Community and Stakeholder Relationships Community and Stakeholder Relationships Community and Stakeholder Relationships Social Responsibility Customer Focus

NA

Identify key communities and stakeholders involved in or affected by its operating activities and designate accountabilities for managing the relationships with them. Build relationships with identified key communities and stakeholders through early engagement, listening and responding to their expectations and concerns about its operations, projects and products. Record external commitments made by the entity to the identified key communities and stakeholders and take action with respect to these commitments. Establish and implement a process to receive communications from key communities and stakeholders; and document responses. Identify and manage the environmental, health and social impacts of changes to operating activities on key communities and stakeholders. Identify whether there are social responsibility issues associated with their operating activities, and manage the associated impacts. Manage BP customer relationships consistent with the entity business strategy and annual plan.

n/a

n/a

N/A to D&C

7.2.2

Privilege to Operate

NA

n/a

n/a

N/A to D&C

7.2.3

Privilege to Operate Privilege to Operate Privilege to Operate Privilege to Operate Privilege to Operate

NA

n/a

n/a

N/A to D&C

7.2.4

NA

n/a

n/a

N/A to D&C

7.2.5

NA

n/a

n/a

N/A to D&C

7.3.1

NA

n/a

n/a

N/A to D&C

7.4.1

Atlantis Wells Operations Manager

Level 4

2-Low to Moderate

1) Participate with assets to develop LTP and GFO's, including monthly cost reconciliation, Monthly Performance Scorecards, Leadership PC's roll up to SPU objectives 2) D&C organization principle is to maintain a strong relationship with the assets 3) Deliver well to the SOR. 4) Asset approval of AFEs. 5) RLG survey of Asset VPs in 2008 - evaluated and took actions from this. 6) Handover for every well robust process. 1) Townhalls 2) Roles and Responsibilities 3) Asset D&C Performance Reviews 4) Annual Code of Conduct certification

7.4.2

Privilege to Operate

Customer Focus

Atlantis Wells Operations Manager

Implement and maintain a process to make relevant members of the workforce aware of the importance of maintaining BP customer relationships.

Level 4

1-Low

GoM DC OMS Gap Assessment


ID 7.4.3 Element Privilege to Operate Sub-Element Customer Focus Sub-Element SPA Atlantis Wells Operations Manager Conformance Risk Rating Ranking Implement and maintain a process to receive and respond to Level 4 3-Moderate BP customer feedback on HSSE, service and quality issues. Statement Evidence Comments Gap comment Gap Title Ongoing Customer Feedback Aggregated Gap Organization Management Gap Risk 1-Excellence Broad Corrective Action Specific Corrective Action(s) SPA Jassal Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

7.4.4

Privilege to Operate

Customer Focus

Atlantis Wells Operations Manager NA

7.5.1

Privilege to Operate

Product Stewardship

7.5.2

Privilege to Operate

Product Stewardship

NA

7.5.3

Privilege to Operate Privilege to Operate

Product Stewardship Product Stewardship

NA

7.5.4

NA

7.5.5

Privilege to Operate

Product Stewardship

NA

8.1.1

Results

Metrics and Reporting

Performance Manager

Implement and maintain a process for managing or assuring all BP supervised activities involved in the safe transportation, storage and delivery of products to BP customers. Maintain a register of products, and systematically assess them for HSSE hazards and risks and the legal and regulatory HSSE requirements applicable to BP in relation to the products from development through to end user for anticipated conditions of storage and use, and reassess when changes occur. Inform the workforce, BPs customers and other identified stakeholders about the relevant identified HSSE hazards and risks relating to products through the provision of material safety data sheets, warning labels or other communication media. Implement and maintain a process to record, investigate and learn from product related HSSE effects and incidents reported to BP by other parties. Implement and maintain a product recall procedure and emergency response procedure for product related HSSE effects and incidents reported to BP by other parties. Exercise the procedures at defined intervals. At defined intervals assess, document, and implement opportunities that are consistent with the entity business strategy, to replace chemical constituents or products that may present a significant risk to health or the environment, with chemical constituents or products that present a lesser risk. Use leading and lagging indicators to monitor progress against the objectives and targets in the annual plan.

n/a

n/a

1) Asset D&C performance reviews 2) Participation No ongoing, formal feedback loop to in asset HSSE steering committees 3) Wells ensure these activities or relationships Scorecards, including production rates, skin factors, are good well time and costs reviews 4) Asset post-well reviews 5) SIMOPS meetings 6) First year operability reviews 7) Feedback mechanisms, such as Open Talk N/A to D&C

n/a

n/a

N/A to D&C

n/a

n/a

N/A to D&C

n/a

n/a

N/A to D&C

n/a

n/a

N/A to D&C

n/a

n/a

N/A to D&C

Level 3

4-Moderate to High

8.1.1

Results

Metrics and Reporting

Performance Manager

Use leading and lagging indicators to monitor progress against the objectives and targets in the annual plan.

Level 3

4-Moderate to High

1) Weekly Operations reports provide some leading indicators 2) Monthly cost forecasting 3) Monthly performance scorecards 4) GFO updates 5) Ad-hoc presentations 6) LTP process identifies resourcing, budget management 7) BtB Common Process frontend loading scores 8) Indexes that assess project execution readiness at each stage gate 9) HSSE scorecards - leading lag indicators, conformance with Annual Plan 10) Check AFEs, FMs when compared to what was assumed in the plan 11) AFE Cost Report across D&C 1) Weekly Operations reports provide some leading indicators 2) Monthly cost forecasting 3) Monthly performance scorecards 4) GFO updates 5) Ad-hoc presentations 6) LTP process identifies resourcing, budget management 7) BtB Common Process frontend loading scores 8) Indexes that assess project execution readiness at each stage gate 9) HSSE scorecards - leading lag indicators, conformance with Annual Plan 10) Check AFEs, FMs when compared to what was assumed in the plan 11) AFE Cost Report across D&C

Material Mgmt Group: accountabilities not clear for physical, cost forecast

MM Group Frcst Accountabilities

Financial Control

3-Basics/BP

Jassal

Lacking emphasis on leading indicators Lack of Leading Indicator and lower level metrics that influence the Use lagging indicators. GoM D&C Key Milestones and improvement objectives lacking visibility and communication (too much emphasis on Days/10k & Completion days which are outputs); emphasis and refining of the leading indicators vs the output; e.g., achieving 100% cementing success on production casing; visibility of actions on performance improvement target areas or NPT reduction Lack of systematic processes around GFO-1; CAPEX and OPEX that the assets hold Incon GFO-1, CAPEX, OPEX

Performance Management

2-Effeciency

Jassal

8.1.1

Results

Metrics and Reporting

Performance Manager

Use leading and lagging indicators to monitor progress against the objectives and targets in the annual plan.

Level 3

4-Moderate to High

8.1.2

Results

Metrics and Reporting

Performance Manager

Provide employee access to operating performance indicator Level 3 information to support delivery of the annual plan.

3-Moderate

8.1.2

Results

Metrics and Reporting

Performance Manager

Provide employee access to operating performance indicator Level 3 information to support delivery of the annual plan.

3-Moderate

8.1.2

Results

Metrics and Reporting

Performance Manager

Provide employee access to operating performance indicator Level 3 information to support delivery of the annual plan.

3-Moderate

8.1.3

Results

Metrics and Reporting

Performance Manager

Report operating performance data in accordance with BP requirements.

Level 4

5-High

1) Weekly Operations reports provide some leading indicators 2) Monthly cost forecasting 3) Monthly performance scorecards 4) GFO updates 5) Ad-hoc presentations 6) LTP process identifies resourcing, budget management 7) BtB Common Process frontend loading scores 8) Indexes that assess project execution readiness at each stage gate 9) HSSE scorecards - leading lag indicators, conformance with Annual Plan 10) Check AFEs, FMs when compared to what was assumed in the plan 11) AFE Cost Report across D&C 1) Monthly Performance Scorecards on GoM D&C Sharepoint site 2) Townhalls by LT discussing performance 3) Team meetings discussing performance 4) GFO updates 5) Time depth/cost depth charts (teams) 6) Bi-weeky Lessons Learned meeting 7) Cost meetings/monthly for assets, projects, finance across D&C 1) Monthly Performance Scorecards on GoM D&C Sharepoint site 2) Townhalls by LT discussing performance 3) Team meetings discussing performance 4) GFO updates 5) Time depth/cost depth charts (teams) 6) Bi-weeky Lessons Learned meeting 7) Cost meetings/monthly for assets, projects, finance across D&C 1) Monthly Performance Scorecards on GoM D&C Sharepoint site 2) Townhalls by LT discussing performance 3) Team meetings discussing performance 4) GFO updates 5) Time depth/cost depth charts (teams) 6) Bi-weeky Lessons Learned meeting 7) Cost meetings/monthly for assets, projects, finance across D&C 1) Systematic use of Tr@ction, SAP, DIMS 2) Long Term Plan and GFO forecasts, updates 3) Monthly financial updates 4) Code of Conduct communicated annually 5) Employees and contractors encouraged to openly report 5) Purple Book feeds, Orange Book feeds, etc. 6) Partner audits and internal BP audits (CETs, PWC) 7) Reporting requirements - rig commitments (LTCCs)

Financial Control

2-Effeciency

Jassal

Lack consistency on where data is kept

Perf Metrics Storage

Data Management

3-Basics/BP

Enhance operating performance metrics use

Jassal

Employee surveys indicate mixed views Perf Metrics Use on data availability, accessibility, relevance, consistency

Performance Management

3-Basics/BP

Jassal

Orientation doesn't adequately cover business information/measures/accessibility

Perf Metrics Orientation

Performance Management

3-Basics/BP

Jassal

Potential for errors in data still exists

Data Error in Reporting Systms

Data Management

2-Effeciency

Enhance operating performance metrics use

Jassal

GoM DC OMS Gap Assessment


ID 8.2.1 Element Results Sub-Element Assessment and Audit Sub-Element SPA Thunder Horse Wells Operations Manager Statement Implement and maintain a risk-based internal self assessment programme to monitor that operating activities are being carried out in accordance with the local OMS, this shall include auditing of procedures and processes to validate they are operating as intended. 8.2.1.1 Include leaders in the monitoring of operating activities through systematic self-verification, and in the follow-up of corrective actions. 8.2.1.2 Define and document the key competencies required for team members participating in self-assessments, according to the type of self-assessment. Conformance Risk Rating Ranking Level 4 4-Moderate to High Evidence Comments Cross-GoM Processes as follows: 1) Leadership site visits 2) KPIs 3) Internal audits 4) Audit Plan 5) Audit Guidelines 6) Audit Schedule 7) SOCs (targets developed) 8) EMS Management Review 9) GoM communication tools 10) Presentations 11) S&O audit protocols 12) GoM Field Checklists 13) GoM Action Tracking procedure 14) GoM Drilling HSSE Self-Assessment System - monthly on a 6month cycle 15) GoM BP-owned Rig IM audit/review scheduled with Pride summer '09 (ad hoc) 16) GoM BtBcp audit scheduled May/June 2009 - 3-year cycle 17) Rig Audits conducted every two years 18) Marine Audits - 2-year cycle (?) 19) DWOP dispensations are reviewed annually for continued justification for risk reduction/performance improvements 8.2.1.1: Leaders are engaged in all of these processes, and in the corrective actions, and action closures (level 4) 8.2.1.2: a) HSE undergoing competency assessments now b) External audit teams are professional-level (level 2) (risk level: low/mod) 1) S&O Audit - Steve Haden and David Saul have had further discussion with S&O (Jim O'Brien) 2) In time, S&O will make arrangements to audit Wells Teams as part of SPU S&O audits 3) When they do, they will focus on three main areas: a) DWOP Conformance, with focus on Part B "Shalls" - use the spreadsheet tracker to record where you are b) Rig Audit - S&O will accept the rig audits we do ourselves using Norman Wong's Team - emphasis on action close out c) Well Integrity - WIMS conformance will be important (SETA working on protocol) 4) S&O audits of Wells teams not expected to take place in 2009 due to pre-existing commitments. Once suitable protocols in place expect audits from 2010 onwards 5) Management is committed to preparation and applying lessons from previous other audits GoM Action Tracker Tool is functional for this, at: http://gomtools.bpweb.bp.com/One%20Touch/SOI% 20Action%20Items/Action%20Items/GOMActionTrac ker/Pages/default.aspx Gap comment Gap Title Aggregated Gap Performance Management Gap Risk 2-Effeciency Broad Corrective Action Specific Corrective Action(s) SPA Jassal Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

8.2.1.2 Key competencies for Leader Asmnt assessment participants is not defined or Competencies documented for GoM D&C selfassessment

8.2.2

Results

Assessment and Audit

Thunder Horse Wells Operations Manager

Plan and prepare for audits by Group S&O as per the S&O audit programme.

Level 3

1-Low

No single point of contact assigned

S&O Audit Single POC

Compliance Program

3-Basics/BP

Assign Single Point of Contact for S&O Audit

Tink

8.2.3

Results

Assessment and Audit

Thunder Horse Wells Operations Manager

Identify and implement corrective actions with due dates for Level 3 completion to address the findings of these self assessments and audits, and track to completion.

5-High

8.2.3

Results

Assessment and Audit

Thunder Horse Wells Operations Manager

Identify and implement corrective actions with due dates for Level 3 completion to address the findings of these self assessments and audits, and track to completion.

5-High

Action items not always followed up Corrective Action Followup Learnings/Tracking (need to assign an Action Item Coordinator (AIC) role to 1) log actions, dates, responsible party, etc. in tool 2) validate inclusion of requisite supporting documentation in tool 3) verify timely closeout of actions) GoM Action Tracker Tool is functional for this, at: HSE self-assessments are not being Track HSE Self Assmnts Learnings/Tracking http://gomtools.bpweb.bp.com/One%20Touch/SOI% tracked (pilot stage) 20Action%20Items/Action%20Items/GOMActionTrac ker/Pages/default.aspx GoM Action Tracker Tool is functional for this, at: http://gomtools.bpweb.bp.com/One%20Touch/SOI% 20Action%20Items/Action%20Items/GOMActionTrac ker/Pages/default.aspx

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements. Implement OMS

Should reside in Project Services -- involve Sprague Leary. Action Tracking in Sharepoint. Need to identify Action Tracker coordinator.

10/30/09

3-Basics/BP

Should reside in Project Services -- involve Tink. Action Tracking in Sharepoint.

Tink

10/30/09

1/18/10 -- Sprague to Tink per Rich.

8.2.3

Results

Assessment and Audit

Thunder Horse Wells Operations Manager

Identify and implement corrective actions with due dates for Level 3 completion to address the findings of these self assessments and audits, and track to completion.

5-High

Gaps in D&C action tracking - no consistent process to define which methodology is to be used to track all corrective actions

Action Tracking Process

Learnings/Tracking

3-Basics/BP

Action Tracking in Sharepoint. Need to identify Sprague Action Tracker coordinator.

10/30/09

8.2.4

Results

Assessment and Audit

Thunder Horse Wells Operations Manager

Assess at defined intervals the results from self assessments Level 3 and audits to identify trends, emerging risks, opportunities to improve risk reduction measures and identify local OMS improvement opportunities.

4-Moderate to High

1) "Way We Work" - Year-end Cycle of Performance Need to establish frequency-driven Management: look at NPT, Completions assessments to evaluate trends, performance, gaps, collective priorities, people, cost emerging risks, and CRR opportunities management, HSE, technology, etc. 2) Annual Planning Process 1) "Way We Work" - Year-end Cycle of Performance No scheduled D&C comprehensive and Management: look at NPT, Completions systematic review performance, gaps, collective priorities, people, cost management, HSE, technology, etc. 2) Annual Planning Process 1) Leadership Team held review workshop to develop 2009 Priorities, but not using the OMS system 2) Formal Management Review - annual 3) Annual Plan in place - reviewed on established schedule - modifications made as needed 4) IPCs, annual objectives tied to Annual Plan 1) OMS not in place yet 2) Management Reviews of Annual Plan - monthly and at GFO cycles 3) Weekly review of progress against Plan targets 4) Teams review progress daily in morning meetings 1) Action items captured and tracked by individual teams by various processes 2) Annual Plan milestones - tracked at SPU LT level 3) LT focus areas for D&C (cost, CE, HSE) 4) Projects track milestones, actions, risks - monthly (rotated among projects) 5) Stage Gates - wells OMS not implemented in D&C, yet

Establish Asmnt Frequencies

Learnings/Tracking

3-Basics/BP

Action Tracking in Sharepoint. Need to identify Sprague Action Tracker coordinator.

10/30/09

8.2.4

Results

Assessment and Audit

Thunder Horse Wells Operations Manager

Assess at defined intervals the results from self assessments Level 3 and audits to identify trends, emerging risks, opportunities to improve risk reduction measures and identify local OMS improvement opportunities.

4-Moderate to High

Systemic Asmnt Reviews

Learnings/Tracking

3-Basics/BP

Need to work into LT Meeting agenda. Sprague to visit with Thierens. Staff meeting review: Action Tracker.

Rich

10/30/09

1/18/10 -- Sprague to Rich per Rich.

8.3.1

Results

Performance Review

Vice President

Conduct formal documented Management Reviews at least annually of the local OMS to determine its overall effectiveness in delivering continuous risk reduction and performance improvement across the Elements of Operating.

Level 3

5-High

Implement OMS

OMS

3-Basics/BP

OMS development in progress.

Jassal

12/30/09

12/18: MoC complete, approved by Leary/Joslin/Skelton/Lacy/Dupree.

8.3.2

Results

Performance Review

Vice President

8.3.3

Results

Performance Review

Vice President

Implement and maintain a process to revise the local OMS Level 2 with learnings identified at Management Reviews and in response to updates to Group, Segment and SPU requirements. Track to completion improvement action items resulting from Level 3 Management Reviews, reporting overdue action items to entity management at defined intervals.

5-High

OMS not in place; have not gone through a cycle yet

Implement OMS

OMS

3-Basics/BP

Implement OMS

OMS development in progress.

Jassal

12/30/09

12/18: MoC complete, approved by Leary/Joslin/Skelton/Lacy/Dupree.

4-Moderate to High

No formal action tracking system for management reviews

Track Mgt Rev Actions

Learnings/Tracking

3-Basics/BP

Develop and embed comprehensive event and/or best practice evaluation, learning, sharing and tracking process to systematically embed improvements.

Need to work into LT Meeting agenda. Sprague to visit with Thierens.

Sprague

10/30/09

1/18/10 -- Scorecard insights discussed at LT per Rich.

8.4.1

Results

Budget Management

Performance Manager

Develop the annual budget to provide resources to deliver the activities in the annual plan.

Level 4

4-Moderate to High

1) CAPEX-OPEX - major processes; general GFO Disconnect between GFO1/IPC process a) LTP development and LTP/GFOZero (http://gomdnc.bpweb.bp.com/drlgengr/LTPAAR/Sha processes red%20Documents/Forms/AllItems.aspx) b) GFO Zero c) GFO One Processes d) RACI Charts 2) PxO (cost center budgets) 3) Headcount (resource planning database)

GFO1/IPC and LTP/GFO0 Financial Control disconnect

2-Effeciency

Jassal

GoM DC OMS Gap Assessment


ID 8.4.2 Element Results Sub-Element Budget Management Sub-Element SPA Performance Manager Statement Monitor and control costs and record reasons for any variances against the annual budget. Report to the budget approver new or changing risks which may cause significant variances. Conformance Risk Rating Ranking Level 3 4-Moderate to High Evidence Comments 1) Monthly Forecast Process http://gomdnc.bpweb.bp.com/docs/Documents/Proce sses/Process%20%20Forecastin%20GFO/Forecasting_Timeline_v4.p pt 2) AFE Cost Tracker (http://gomdnc.bpweb.bp.com/docs/Documents/Proc esses/Process%20%20Cost%20Tracking%20for%20Wells/EOWR_05.p df) 3) Timewriting Process (http://gomdnc.bpweb.bp.com/bam/BP/Wiki%20Pag es/Process%20-%20Timewriting%20%20Time%20Sheet.aspx) 4) D&C One-Pager and RACI Charts (http://gomdnc.bpweb.bp.com/docs/Project%20Servi ces/Forms/AllItems.aspx?RootFolder=%2fdocs%2fP roject%20Services%2f%5fGOM%20Wide%2f2009% 20%2d%20VOWD%20%2d%20Forecast&FolderCTI D=&View=%7b7BD4960A%2dC98C%2d4804%2d8E 51%2d8B4F56BE94F7%7d) 5) Nonfield lifting reports provided to cost center BRO's (budget responsiblity owners) monthly; VPlevel review w/ each GFO 6) Headcount - reviewed monthly by D&C Perf Mgr. and reconciled with Resource Planning Database; RPD reconciled quarterly with HR 1) Monthly Forecast Process http://gomdnc.bpweb.bp.com/docs/Documents/Proce sses/Process%20%20Forecastin%20GFO/Forecasting_Timeline_v4.p pt 2) AFE Cost Tracker (http://gomdnc.bpweb.bp.com/docs/Documents/Proc esses/Process%20%20Cost%20Tracking%20for%20Wells/EOWR_05.p df) 3) Timewriting Process (http://gomdnc.bpweb.bp.com/bam/BP/Wiki%20Pag es/Process%20-%20Timewriting%20%20Time%20Sheet.aspx) 4) D&C One-Pager and RACI Charts (http://gomdnc.bpweb.bp.com/docs/Project%20Servi ces/Forms/AllItems.aspx?RootFolder=%2fdocs%2fP roject%20Services%2f%5fGOM%20Wide%2f2009% 20%2d%20VOWD%20%2d%20Forecast&FolderCTI D=&View=%7b7BD4960A%2dC98C%2d4804%2d8E 51%2d8B4F56BE94F7%7d) 5) Nonfield lifting reports provided to cost center BRO's (budget responsiblity owners) monthly; VPlevel review w/ each GFO 6) Headcount - reviewed monthly by D&C Perf Mgr. and reconciled with Resource Planning Database; RPD reconciled quarterly with HR 1) Monthly Forecast Process http://gomdnc.bpweb.bp.com/docs/Documents/Proce sses/Process%20%20Forecastin%20GFO/Forecasting_Timeline_v4.p pt 2) AFE Cost Tracker (http://gomdnc.bpweb.bp.com/docs/Documents/Proc esses/Process%20%20Cost%20Tracking%20for%20Wells/EOWR_05.p df) 3) Timewriting Process (http://gomdnc.bpweb.bp.com/bam/BP/Wiki%20Pag es/Process%20-%20Timewriting%20%20Time%20Sheet.aspx) 4) D&C One-Pager and RACI Charts (http://gomdnc.bpweb.bp.com/docs/Project%20Servi ces/Forms/AllItems.aspx?RootFolder=%2fdocs%2fP roject%20Services%2f%5fGOM%20Wide%2f2009% 20%2d%20VOWD%20%2d%20Forecast&FolderCTI D=&View=%7b7BD4960A%2dC98C%2d4804%2d8E 51%2d8B4F56BE94F7%7d) 5) Nonfield lifting reports provided to cost center BRO's (budget responsiblity owners) monthly; VPlevel review w/ each GFO 6) Headcount - reviewed monthly by D&C Perf Mgr. and reconciled with Resource Planning Database; RPD reconciled quarterly with HR 1) Monthly Forecast Process http://gomdnc.bpweb.bp.com/docs/Documents/Proce sses/Process%20%20Forecastin%20GFO/Forecasting_Timeline_v4.p pt 2) AFE Cost Tracker (http://gomdnc.bpweb.bp.com/docs/Documents/Proc esses/Process%20%20Cost%20Tracking%20for%20Wells/EOWR_05.p df) 3) Timewriting Process (http://gomdnc.bpweb.bp.com/bam/BP/Wiki%20Pag es/Process%20-%20Timewriting%20%20Time%20Sheet.aspx) 4) D&C One-Pager and RACI Charts (http://gomdnc.bpweb.bp.com/docs/Project%20Servi ces/Forms/AllItems.aspx?RootFolder=%2fdocs%2fP roject%20Services%2f%5fGOM%20Wide%2f2009% 20%2d%20VOWD%20%2d%20Forecast&FolderCTI D=&View=%7b7BD4960A%2dC98C%2d4804%2d8E 51%2d8B4F56BE94F7%7d) 5) Nonfield lifting reports provided to cost center BRO's (budget responsiblity owners) monthly; VPlevel review w/ each GFO 6) Headcount - reviewed monthly by D&C Perf Mgr. and reconciled with Resource Planning Database; RPD reconciled quarterly with HR Gap comment Inconsistent purchase to pay process Gap Title Incon PtP Process Aggregated Gap Financial Control Gap Risk 3-Basics/BP Broad Corrective Action Specific Corrective Action(s) SPA Jassal Target Date

Webster, Rev.0, 6/16/09

Date, Status

Closed

8.4.2

Results

Budget Management

Performance Manager

Monitor and control costs and record reasons for any Level 3 variances against the annual budget. Report to the budget approver new or changing risks which may cause significant variances.

4-Moderate to High

Inconsistent accountability for cost control

Incon Cost Control Accntablty

Financial Control

3-Basics/BP

Jassal

8.4.2

Results

Budget Management

Performance Manager

Monitor and control costs and record reasons for any Level 3 variances against the annual budget. Report to the budget approver new or changing risks which may cause significant variances.

4-Moderate to High

Lack of a standard and phased COPAS plus equipment cost forecast on a monthly basis from GoM Material Management group

Standard Eqpt Cost Forecast

Financial Control

2-Effeciency

Jassal

8.4.2

Results

Budget Management

Performance Manager

Monitor and control costs and record reasons for any Level 3 variances against the annual budget. Report to the budget approver new or changing risks which may cause significant variances.

4-Moderate to High

Lack of clarity around AFE Process

Unclear AFE Process

Financial Control

2-Effeciency

Jassal

Gap Priority Matrix


BBS Trending Risk Mitigation Visibility D&Cwide COW Asmnt Results GP 48-03 Applicability Underresourced teams Org Changes in Resource Plng Span of Control Resources Outside D&C Responsibility Confusion GWSI Inefficient Supplier NPT Ownership Standardize Procedures Define Applicable RPs Project Stages Orientation Embed ESOR System Embed Well Handover Process Document Inspection Reports Data Error in Reporting Systms ELT Seek Feedback Risk Decision Strategy Achievable Targets Resources Outside D&C CPOL Coord Inconsistency Aggregation of Risk All Risks Captured Standard Risk Comparison Common Risk Register Risk Communication Risk Reduction Comm Collaborative Risk Comm Simplify PS Risk Process Flights to Devon Regular Procedure Review Boat to Rig Trans Permit Global Code Proj Standards Project Interfaces Owned Rig Procedures Failure Report Conclusions OMS Understanding Rig Schedule Hopper Develop OMS Target Risk Reductn Comms Frank Performance Feedback Develop LOMS Manual All TLs Conduct 360 Inconsistent PDP Discussions Inconsistent Succession Plng Inconsistent Perf Management Inconsistent Objective Setting Finalize Risk Mgt Plan Implement WAM Prioritize Learnings Still Operating Decentralized Inconsistent Risk Red. Process Incon Risk Asmnt Process Incon BtB and MPCP Registers Align Risk Asmnt to OMS Incon Risk Asmnt Process Implement OMS People Resourcing Strategy Single Critical Job Register Contractor IH Programs Tr@ction Security Incidents MODU Security Understanding Rollout Security WPV Period Asmnt MC Driving Comp MC Driving Refresher MC Driving Orientation Period Asmnt Driver Fitness Driver Fitness Refresher Driver Fitness Orientation Document Control Procedures Use Document Control Proced Use Document Control Proced Standardized Cont Imp Plan Rental Equip QA Compliance Task Completion Compliance Task Completion Traction for Rqrmnt Failure Compliance Control Doc Compliance Proc Understanding Corrective Action Followup Track HSE Self Assmnts Action Tracking Process Implement OMS Implement OMS Clear CMS Accountability Procedure Comms Reg Change Proc RMP Visibility

High

Group Essentials Importance

Moderate to High

OMS New Emp Orient Regulatory Notice Process Contractor Inc Inv ABC Analysis MWE, SWE Tool Awareness

Develop OMS Lack of Leading Indicator Use Clarity of Feedback Tools Incon GFO-1, CAPEX, OPEX Incon Culture Asmnt Tools Leader Asmnt Competencies Orient to Sharing Tools GFO1/IPC and LTP/GFO0 disconnect Cnsistnt Team Risk Levelling Standard Eqpt Cost Forecast Cnsistnt Team Risk Levelling Unclear AFE Process Document Confidentiality Register Incon Enviro Risk ID and Mgt GHG, Water, Waste Targets Waste Mgt Program Use Period Asmnt of Travel Compliance Track Mgt HSE Rev Actions MWE, SWE Tool Awareness Address, Track Equip Failure Incon Tech Limit Process Incon Well Review Process DEIP not Rolled Out Lack of Situational Awareness

Periodic Asmnt Drvng Cmplnce Mobile Phone Driving Reqs Mobile Phone Driving Reqs Implement MOC Implement MOC Integrate Risk Asmnt w/MOC Implement MOC Implement MOC Document Control Procedures Contractor Inc Inv Quality Integrate Interventions w/Projects Incon GFO-1, CAPEX, OPEX Establish Asmnt Frequencies Systemic Asmnt Reviews Track Mgt Rev Actions Standard Eqpt Cost Forecast Unclear AFE Process

Moderate

Reorg Changes Remain Competency Frmwrk Refresh Compl WSL Competencies Initial Competency Assessment Technology Gvrnance Process D&C/Asset Technlgy Plan Overlap Technlgy Resource Sharing Ongoing Customer Feedback

Doc Systematic Op Strategy Inconsistent CAM/SS Process Lrng Progrssn Map Refresh Lack of D&C Security Expertise Incon Asset Post Well Review Capture Learnings

Implement OMS Perf Metrics Storage Perf Metrics Use Perf Metrics Orientation

Med Rcrds Conf MOC Deadline Creep

Low to Moderate

Intgrte D&C Op/OMS w/SPU Policy Duplicate Asset/D&C Fin Control Incon Fin$ Data, Plan vs. Actual Incon Financial Data Schedule Asset/D&C People Costs Asgnmnt Document non-VTA training Industry Standard/RP Access SOP Location Understanding Post-Challenger Training

Prcurmnt Effectivenss Rev Timng

Develop OMS S&O Audit Single POC

Low

Excellence

Efficiency

Basics & BP Requirements Gap Relative Risk

Legal Compliance

Significant Risk Mitigation

Gap Priority Matrix -- Worst Case Gap Aggregate (# gaps) Closure Date Highest Priority Gaps
Contractor Interface (5) 4Q09 Learnings/Tracking (26) 4Q09 Logistics (2) 3Q09 OMS (10) 4Q09 Operations Procedures (2) 3Q09 Org Management (16) 2Q10 Project Management (6) 4Q09 Compliance Program (8) 1Q10 Risk Management (24) 4Q09 Wells Procedures (9) 4Q09

Mod to High

High

Environmental (2) Performance Management (4)

Data Management (6) Financial Control (12) Vehicle Safety (12)

MOC (5) 4Q09

Group Essentials Importance

Low

Low to Mod

Moderate

Technology (3)

IH/Health (1) Security (3)

People (15) 4Q09

Excellence

Efficiency

Basics & BP Legal Compliance Requirements Gap Relative Risk

Significant Risk Mitigation

Note: ranking priority given to Gap Relative Risk

Dynamic Gap Priority Matrix -- Worst Case Gap Agg. (# gaps) Closure Date Highest Priority Gaps
Contractor Interface (5 4)

High

Operations Procedures (2 1)

Learnings/Tracking (26 19) 1Q10 Wells Procedures (9 7) 4Q10 Org Management (16 12) 2Q10 Project Management (6 5) 1Q10

Compliance Program (8 3) 1Q10

Risk Management (24 2) 1Q10

Mod to High

OMS (10 1)

Environmental (2) Performance Management (4)

Data Management (6) Financial Control (12) Vehicle Safety (12) People (15 7)

MOC (5) 4Q09

Group Essentials Importance

Low

Low to Mod

Moderate

Technology (3)

IH/Health (1) Security (3)

Excellence

Efficiency

Basics & BP Legal Compliance Requirements Gap Relative Risk

Significant Risk Mitigation

Note: ranking priority given to Gap Relative Risk

Group Essentials Importance and Conformance Rating


1.1 Operating Leaders 1.2 Operating Strategy 1.3 Planning and Controls 1.4 Resource and Implementation 1.5 Accountability 1.6 Communication 1.7 Culture 2.1 Organization Structure 2.2 People and Competence 2.3 Operating Discipline 2.4 Organizational Learning 2.5 Working with Contractors 3.1 Risk Assessment and Management 3.2 Personal Safety 3.3 Process Safety 3.4 Health and Industrial Hygiene 3.5 Security 3.6 Environment 3.7 Transportation 4.1 Procedures and Practices 4.2 Management of Change 4.3 Information Management and Document Control 4.4 Incident Management 4.5 Control of Work 4.6 Crises and Continuity Management and Emergency Response 5.1 Project Management 5.2 Design and Construction 5.3 Asset Operation 5.4 Inspection and Maintenance 5.5 Decommissioning and Remediation 5.6 Marine Operations 6.1 Plant Optimization 6.2 Energy 6.3 Feedstock and Product Scheduling and Inventory 6.4 Quality Assurance 6.5 Technology 6.6 Procurement 6.7 Materials Management 6.8 Continuous Improvement 7.1 Regulatory Compliance 7.2 Community and Stakeholder Relationships 7.3 Social Responsibility 7.4 Customer Focus 7.5 Product Stewardship 8.1 Metrics and Reporting 8.2 Assessment and Audit 8.3 Performance Review 8.4 Budget Management 1.1.1 1.2.1 1.3.1 1.4.1 1.5.1 1.6.1 1.7.1 2.1.1 2.2.1 2.3.1 2.4.1 2.5.1 3.1.1 3.2.1 3.3.1 3.4.1 3.5.1 3.6.1 3.7.1 4.1.1 4.2.1 4.3.1 4.4.1 4.5.1 4.6.1 5.1.1 5.2.1 5.3.1 5.4.1 5.5.1 5.6.1 6.1.1 6.2.1 6.3.1 6.4.1 6.5.1 6.6.1 6.7.1 6.8.1 7.1.1 7.2.1 7.3.1 7.4.1 7.5.1 8.1.1 8.2.1 8.3.1 8.4.1 1.1.2 1.2.2 1.3.2 1.4.2 1.5.2 1.6.2 1.7.2 2.1.2 2.2.2 2.3.2 2.4.2 2.5.2 3.1.2 3.2.2 3.3.2 3.4.2 3.5.2 3.6.2 3.7.2 4.1.2 4.2.2 4.3.2 4.4.2 4.6.2 5.1.2 5.2.2 5.3.2 5.4.2 5.5.2 5.6.2 6.1.2 6.2.2 6.3.2 6.4.2 6.5.2 6.6.2 6.7.2 6.8.2 7.1.2 7.2.2 7.4.2 7.5.2 8.1.2 8.2.2 8.3.2 8.4.2 1.1.3 1.2.3 1.3.3 1.4.3 1.5.3 1.6.3 2.1.3 2.2.3 2.3.3 2.4.3 2.5.3 3.1.3 3.3.3 3.4.3 3.5.3 3.6.3 3.7.3 4.1.3 4.2.3 4.3.3 4.4.3 4.6.3 5.1.3 5.2.3 5.3.3 5.4.3 5.5.3 5.6.3 6.1.3 Leadership 1.1.4 1.2.4 1.4.4 1.5.4 1.6.4 1.6.5 1.6.6 1.6.7 2.1.4 2.2.4 2.2.5 2.2.6

Organization

2.5.4 2.5.5 2.5.6 3.1.4 3.1.5 3.1.6

Risk

3.4.4 3.4.5 3.4.6 3.4.7 3.5.4 3.5.5 3.7.4 3.7.5 3.7.6 3.7.7 3.7.8 4.1.4 4.1.5 4.2.4 4.2.5 4.2.6 4.2.7 4.3.4

Procedures

4.6.4 5.1.4 5.2.4 5.3.4 5.4.4

4.6.5 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9 5.2.5 5.2.6 5.2.7 5.2.8 5.3.5 5.4.5 5.4.6

Assets

5.6.4 5.6.5 5.6.6

Optimization

6.4.3

Privilege to Operate

6.7.3 6.8.3 7.1.3 7.1.4 7.1.5 7.1.6 7.1.7 7.1.8 7.2.3 7.2.4 7.2.5 7.4.3 7.4.4 7.5.3 7.5.4 7.5.5 8.1.3 8.2.3 8.2.4 8.3.3

Metrics and Reporting