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GoMDrillingand Gompletions

GoMD&COperatingPlan/
LocalOMSManual

536s
Exhibit No.
Worldwide Court
Inc.

0 fint?oop Approv€d-lssuedfor Use MarkWebster Kevin Lacy

Rov D.b I),ocumentStatrs GustodianOwner Authority

(rgrotrdon Discaplino Docwnent Soquence D@Um€nt

Docum nt ttrctor lD Numbcr
ID ID Chst Rrvislon
Gonbol zzs,o 'r2 DM MA 0001 0
Numlrer
 AMENDMENT
RECORD

't1t1t2009 0 MW Approved- lssuedfor GoM Use

Titlc of Documcnt; P|an,

Locar Documenrilumbor:
2200-T2-DM-MA-0001
ffi[iff T"*uns I
Aulnodtv: Kevin 13cv o
Cu3todildonn c I Mart W€b6t6r I bcuo llaio: f nt4os
I N'rt Revtd Drt'
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| fif rodac.H.l:
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Clrdllcrtion: Prqect Contidentisl I Page: Paga 2 of 73
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COl{FIDENNAL BP+lzllflBl00l934/tg

HC@0S{16518
 TABLEOFCONTENTS

1 In tro d u cti o n ....................... """' 5

1.1 Executive Summary.. """""5
1.2 VisionandStrategt. . . ""."""""6
1.3 Management Commitment ..'......'. """'9
1.4 Organ'ization Structure """"9
1.4.1 Drilling andCompletions-....... """'9
1.4.1.'l Cotr,t OaC Operations """"""'11
1 .4 .1 .2Go MD & CH S SETeam' ....... .........."""""15
1.4.1.3 Performance Management Team """"""15
1 .4 .1 .4P ro j e ctsT e am........ .."""""""' 18
1 .4 .1 .5T e i h n o l o gTyeam ..........."""" 18
1 .4 .1 .6R i ga n dWe l l ser vices Team ... """"""""' 18
1 .4 .1 .7R i gOw n e rship and lM Assur ance.".......... ......"""""18
1.5 OMSlmplementation andGovemance ....-... """19
1 .5 .1 OMSl mp l e me ntation ......' ....' ..."1 9
1 .5 .2 S u sta i n i nOMS........
g .........""""19
1.5.3 GoMD&COMS Governance ""'20
2 Risk Assessmentand Prioritization """22
2.1 Riskldentification ..--.'."""22
2.2 MajorHazardRiskAssessment'...... -...-.'."""""'22
2.9 OMS Cap Assessment - Sub-Element Conformance and Risk...........23
2.4 Prioritizaiion............... ..--."23
3 GoMD&CPlanningand Contro1s............ """""""'24
3.1 Drilling andCompletions Beyondthe Best(BtB)....-... '....'."24
3.2 CostPlanning andControls --'......"""24
9 .2 .1 F i n a n ci Me
a i mor andum............ .- - ..- ..- - .........24
3 .2 .2 L o n gT e rm P 1 a n.......... - - .......- """25
3 .2 .9 R i gS ch e d u |e .............. ...............'25
3.2.4 GroupFinancialOutlook (GFO)....... ...-""""27
9.2.5 D&CMonthlyForecastProcess --.....'.""""'27
3.3 GoM D&C OMS Gap Glosure Plans ..."..........."'29
3.4 Prioritized Activity SeUAnnual Plan....'... ......'..-."30
4 lmplementation and Operations ......"""31
4.1 Operating Framework """'31
4 .2 OMSD o cu me n ts ..............31
5 Measurement, Evaluation and CorrectiveAction..................................'32
5.1 GoMD&CPerformance Metrics andReviews.....'--....'.. ..--'.32
6 Management Reviewand lmprovement.... ............'36
6.1 CoU OaCManagement Review. .....'.36

GoM D&C Operating Plani Local llocument Number: 2200-T2-DM-MA-0001

Title of Docarment: f'lMS Manr ral

A|fihority: Kevin Lacv Reva3ad: o

CustodianOwnan MarkwebGter lssuo Date: 11t1t2009
Next Review Date 11t1t2010
Retention Codc: AM0000 {if aoolicablel:
Socurity Proiect Confidential Page: Pag€ 3 of 73
Glagtification:
w-,'r.m chacr Dw Doc-r revision to ensule vou afe using the corect revisaon.

CONFIDENTIAL BP+|ZN-M8100193450
ftcc009016519
 6 .1 .1 P re -T o uMer e ti ng..... ................... 37
6.1.2 Pre-Job Meeting ........97
6.1.3 CrewEngagement Meeting ........97
6.1.4 AfterActionReviewlessonLearnedMeeting(Rigsite)...............3g
6 .1 .5 D a i l yOp e ra ti o ns
M eeting
............ ................39
6.1.6 WellsTeamLeaderMeeting.... ....................3g
6.1.7 HSSESteering Committee Meeting ............39
6.1.8 HSSEPerformance Management Meeting ...................3g
6.1.9 WellSiteLeaderHSSEConference Cal|........... ...........39
6 .1 .1 0 H S S ES ta ffMe e tin9............. .......39
6.1.11 AfterAction ReviedlessonLearned Meeting(Town)...................39
6 .1 .1 2 L T Me e ti n g ................39
6 .1 .1 3 D & CP e o p l eF o rum .................... 39
6 .1 .1 4 L TA w a yD a y.......... ...................39
6 .1 .1 5 E L TMe e ti n g ............... ................40
6 .1 .1 6 We l lR e vi e w .............. ..................4 0
6 .1 .1 7 R i skR e vi e w .............. ..................40
6 .1 .1 8 C o stR e vi e wMe eting..... .............40
6.1.19 OMSSteering TeamMeetings ....................40
6.1.20 DE TeamLeaderMeeting .........40
6.1.21 CE TeamLeaderMeeting ..........40
6.1.22 Engineering/Operations Meeting .................40
6.1.23 No Drilling/Completion Surprises.. ...............41
6.1.24 Lessons Learned Sharing..... ......41
6.1.25 PartnerMeeting .........41
Appendices
AppendixA: GoM D&CEvidenceInventory:,,TheWayWe Work"...............42
AppendixB: GoM D&GOMSSustainingActivitiesand Accountabilities....Tl

Figures
Figure1: BP Commitment to HSSE ...................9
Figure2: GoMDeepwater Drilling
Engineering
Team..... ...................11
Figure3: GoMDeepwater CompletionEngineering
Team ................12
Figure 4 : R i gOp sT e a m ..................13
F i g u r e5 : R A C IC h a rt .....................14
Figure6: RACIChartfor GoMProjectServices... .............17
Figure7: Processfor OpportunigProgression........ ........27
Figure8: D&CMonthly CostForecast
andWIPTime|ine............. .....28

Title of Documont: GoM t)&C Operating Plan/ Local DocumentNumber: 220GT2-DM-MA-0001

OMS Manual
Authority: Kevin Lacv Flevl3ionl o
Custodian/OyYnen MarkWebster lscue Date: 11t1t2009
Rotention Gode: AAAOOOO Nert Review Date
(if aoolicablel: 11t1t2010
Security
Classification: Pmlect Confidential Page: Page 4 of 73
wamang: Check qW Oocareyision to ensunayou are using the correct revision.
CONFIDENTIAL BP-t{ZN-il8t00193451

HCG009-016520
 1 Introduction
' 1 . 'i
K x*{:*ti v* $ tl ;::*:*rY
OMS is a comprehensive operatingmanagement systemthat integratesand improvesexisting
management systems. lt piovideslne framework to achievesafe and reliableoperation.OMS
helps-manage everyelementof operating, frombasiccompliance to excellentin performance.In
the'longterir, effeitiveOMS implemenlation will position BP to take and maintainthe lead in
operatiig excellence while buiding a supporting culture that learns and derivescontinuous
improvement.
At the locallevel,the localOMS includesthe SPU and site processesand procedures through
which the businessis delivered,and meets Group and Segment requirements. This paper
describeshowthe centralized Gulf of Mexico (GoM) Drillingand Cornpletions (D&C) Organization
manageswell planning,executionactivig,and majorprojectssupport.ThisCentralTeamModel
was initiatedin April2008.
The remainderof sectionone, includesour vision and strategy,managementcommitment'
govemanceincludingkey rolesand responsibilities, and howwe will sustainOMSovertime,i.e-
ihe p"rformancelmfrovimentCycle. The GoM D&CVP is accountable for operational delivery
includingOMS conformance, and D&CLeadership Teammembersare instrumential in ensuring
succesi through understandingof the key aspects of OMS, ensuring conformanceto OMS
essentials,and drivingthe associated Performance lmprovement Cycle. Eachemployeehas the
to becomefamiliarwithOMScontentand howit drivesperformance.
responsibility
Sectiontwo addresseshow risk is managedwithinGoM D&C. OMS implementation leadsto
strandardizingrisk managementprocessesacross our organization, The intention of our risk
managemenl process is-to providea comprehensive set of instructions on the management of
risks. The plan coversthe completerisk life cyclefrom initialidentificationto close-out.We use
two mainpioceduresfor managingwork processes:Beyondlhe Bes! CommonProcess(BtBcp)'
and Majoi projectCommonprocess(MPcp). The GoM D&C Risk Management Planwill.bring
our processesinto alignmentwith OMS so that risk is managedeffectivelyand consistently' in
compliance withOMslequirements.All risksshallbe recordedin and managedby the BP RAT,
the Groupapprovedtoolfor riskmanagement.
SectionthreeaddressesGoM D&C planningand controlprocesses. Beyondthe Best Common
processdetailsmethodologyacrossthe E&Psegmentfor drillingand completionsplanning.Cost
planningandcontrolsinclude:
. FinancialMemorandum- usedto obtainauthorization for fundinga prcject.
. Long Term Plan - 1 year Life of Field (LoF), Headcount,CAPEIUOPEX,Cost Center
Budgeb(PxO),Frame,DeePDive.
. Rig Schedule- 1 year deliveryand 2 year readiness;refreshedon a monthlybasis-
OaC is accountablefor scheduling all drilling,completions operationsin
and intervention
alignmentwith GoM SPU priorities,
capital forecastsand resources.
o GroupFinancialOutlook(GFO)- ofiicialannualplanusedas the AnnualForecastat the
beginningof thefiscalYear
. D&C ttionthlyForecastProcess

GoM D&COperatingPlan/Local ltocument l{umber: 22C[!r2-DM-MA-0001

Titlo of Do.xrment: OMS Manual
Authotny: K€vin Lacv Revlsaon: o
Mark Webster lrcue Date: 11t1t200fj
|Iext Kgvr€w uare 11t1t2010
Retention Cod.: AAAOOOO (if aoolicable):
S.cunty Pniect Confidential Pago: Page 5 of 73
Clarsificdion:
wernind: Checf DW Docs revislon to en3urc vou aro using the cortcct revisien!
CONFIDENTIAL BP+|ZN-1|8100193452
HCG009-016521
 ' GoM D&COMS Gap ClosurePlans- aggregated
and prioritized
gapswith actionsand
completion
dates.
o PrioritizedActivitySeVAnnual Plan- Context,Collective
Priorities,
Agendasand Kpl's.
Sectionfour outlinesthe framalork by whichwe applythe OMS principles,Elementsand the
underlyingEssentialand Recommendations acrossthe GoM D&C organization.Activitiesare
fundamentallydriven by a seriesof consistentoperatingpractices,pr6ceduresand processes,
includingthoseusedto promotecontinuousimprovement.eeyonOthe Best Commonprocess
and DWOP providea foundationto our processes. These processes,which can be directly
identifiedwith each OMS Sub-element,are collectedas "Evidence'during OMS Gai
Assessments.The official"libraryof operatingframeworkdocumentation, referenci to the OMS
Sub-elements, is accessiblevia the E&p OMSNavigator.
Sectionfive presentsthe numerousperformancemetricsused in the GoM D&C team for Safeg,
Environmental, Regulatory, Activity,Time and OperationalPerformance, Cost, productionand
It"lnfg. Key reportsincludeDaily DIMS,WeeklyOperations, End of Weil, Operationalpost
Well,D&CBenchmark, SupplierPerformance and MonthlyScorecard.
Sectionsix includesthe variousGoM D&C leadershipmanagement raviewmeetingsand the
management information reviewed.Meetingfrequency, SPAand purposesaredetailed.
AppendixA highlightsthe GoM D&C EvidenceInventory. Key SPU processesare identified,
aligned with each OMS Sub-element. Collectedas "Evidence'during the OMS Gap
Assessments,the Key Processesare how we meet the expectationsof the 48 OMS Sub-
elements,their Group Essentialsand E&C SegmentRequirements and Recommendations.
IndividualpositionswithinD&c thathotdsub-element accountabitity
are tisted.
AppendixB highlightsGoM D&C OMS SustainingActivitiesand Accountabilities. Key activities
and responsibilitiesare givenfor how,over time,we will sustainand continuously improveour
OperatingManagement Systems.
'1.* Visi*n
*ne*$trat*gy
Our visionis to achievesustiained
recognition as the leaderin the GoM as demonstrated
by our
values,our people,and our results.We will achieve"bestteam,bestplaceto work,bestreiults"
through:
r Integrity
o Commitment
to selfandfamily
o Teamwork
. Makinga difierence
o Commitmentto personalgrowth
The GoM D&C Team leveragesthe five pillarsof the globalD&C Journeyto lndustryLeading
WellsDeliverythroughthefollowingstrategy:
o -
!alety,-lntegrityand Environment Leverageand supportour contractors'delivery
of their
SafetyManagementSystems.
. People - Continue buildingorganizationalcapability,leveragingthe centralizedD&C
organization.

fitle of Docum€nt: GoM D&C Operating Planl Local llocument Number: 2200-T2-DM-MA-0001
OMS Manual
AUtnomv: Kevin Lacv Revbion: o
CuciodianlGrnen MarkWebster lssue Date: 't1t11200s
R€tentionCode: ArqA00O0 Next Reviow Dato
lif aonlicahlal:
11t1t2010
Security
Classillcaion: ProiectConfidential Page: Page6 of 73
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CONFIDENTIAL BP-HZN-M8|00193453

HCG00901652
 . Standardsand processes.- Relentlesslydrivestandardizationand Continuous lmprovement
intoour activities.
o Technology- Move leadingindustrytechnologiesinto the way we work at scale, with
measurable success.
Performance
. Supplier Relationships- Build distinctiverelationshipsbased on values, people and
performance.
This supportsthe overallGoM SPU visionof "being#1-in the GoM," meaning,becominga
promisesto
*inning'i""r which is confidentof the future, proud of today and deliversits
shareholders.
The linkeddocumentdetailsthe D&CGlobal,andGoMspecificsof our strategy:
D&CStrateqv

GoM D&C OperatingPlan/Local DocumentNumbsr: 220G.T2-DM-MA-0001

Title of Documsnt: nMS MAnilal
Authornv: Kevin Lacv Revision: o
MarkWebster |l3uo Date: 11t11200€
Next Review Date 11t112010
RetentionGods: AAAOOOO lif eoDlicablel:
Security Page: Page 7 of 73
ProiectConfidential
Classificatlon:
Warnino: Check Dfl Docs revision to ensure vou are using the cglqqctlgl4llon.
CONFIDENTIAL BP+lZN-Ir18100193454

HCG009-016523
 Everyonewithin GoM D_&Cis requiredto conformto tha BP Commitmentto lntegrity/Code
of
Conduct,and to the BP GroupCommitmentto HSSEperformance:

BF'scurnr]titfltenl
l* bp
health,safety,$ecurityand
environmentalpefforrilfincc {l-lSSti *

Our goals are simply r'd .]*! 3ro !ftiv rl3l& - .!3
*-n{Sl!'!rrr,iti6r)b r;d:p
stated. No accidentc. 'k&rF b tli.nilnr.,ail
5Y!inr,.tlr.;r,il :ri,!! *$ {b, rlilrrrr r.,ri!t &r pntlr*{;,_
irstra] ijill*i b *rii.ira:J!
no harm to p€opl., rirdf St d 6.rs
ll.(e.xN )rr.r. .ri{ lcnt/r&rtt
l'it lvill W{l! !s 14,:i6! r.ldy
and no damage to the r{q {il#/ 3d i.Kj lo,U iid{:
3etrni:r{a iT[l*{ft{n
b dyrsn:-,:lt arddnFin
!*9i rr,in d ffi*M *ail
environmsnt- ii &-. $arrd rs!*{
i,k.re
t/&t
$rr:. :i, i;,.r, xd r:rrll rny yi{{r, {{
iirrr.k!tr1lf ;rtinr!! r{,
lrryFlt {t t+iti[d)r - l4 dr!!]'dr! lii
lltl nftyti*rc F:.iqB,&h Inr ce4a4 r+*,.it & c*r51r
t$rrr! ntlt ,{!{ lne rFrr. i,inr.*r diin !ft I if,{..rrtrl{1iy
!arf/ *4 ,r*!r'{y il rdrylq yd! a a! q$lffitj N&&lttr!, ur 6ia$: fr.iri ;r "It
wrll: ti d.rt,({at:.t lil rsqtuF. ride !.€rR] qrsii qrnt in$b !S:;L t.ctltr tl:r rrd
".(gtaf trr, tirl&1! i$r !r*!r drr!r!h a151!. rf:rr{i<l b.r*Flr{! lt*.
ild Pd {,{{{r* tr,rr.F,!#ri lf,
r4vn4r'*^hi s€ fdHtlr rrMr :)i
!!r ]ffits5 tt f{tutrq .v*1&
t-'€:$s au dr!t*s! ,t* ot'{
rs€V dt,{qdt !!n sir r6&t:
Q'iatFddt ni!:in e L;!{1
!d4 tY.!'.rarrrdi

Figure1: BP Commitmentto HSSE

Title of Document: GoM D{tC Operating Plan/ Local

OMS Manual DocumentNumber: 220GT2-DM-MA-0001
Arthorlt!fi I Kevin Lacy Rrvlrinn: o
cu3todirdorynen Mark Webster lscuc Date: llt1t2'JoS
Rctentbn codc: AAAOOOO Nert Revi.r Dat
fil looliclbLrl:
11t1t2010
Sacnrity
ProjectContktential
Chsclllcation: Page: Paga8 of 73
wamhg: Chacx DW Ogcs rayiaiofr to an3ura you arc uCnq th. corn.ct ]evbjon-
CONFIDENTIAL BP+rZN{8t00193455
r,rcc009416524
 rl

with the Group

The GoM D&C LeadershipTeam is fully committedto operatingin accordance
OMSarchitecture, the SPOLocalOMS,ind the plans detailed in this document'
"The GoM SptJ teadership team is 100% committedto the successful design,
implementation, and sustainment of oMS; it wilt becomethe way we wo\ in the Gulf of
Mexico and repiresentsour next materialstep in ourjourney to_becomingNumber1 in the
'Wave l'srfes in E&P to help shapethe dPslgn'
Gutf. We choseto be oneof the three
but mostimpoftanly we needed to begin attacking the significantoperatingamplexities
that have entered the busjness over a-decade of unprecedented grovtth. we h1ry-luilt,
installedand operateeightvery different facitttyhubs in the Gulf of Mexico; OMS will
and
enableus to efficiently-manage such a diverse portfotio by being .very explicit
detiberatein the execuiion of our underpinning sfandards, practicesand processes.

"Thepower of one, consistentoperatingmanagementsystem across the company shifts

our energy from re-inventing to continuoui improvement within our Elements of
operating-.'Weeachlook forwardto theiourney,and remember,thisis a marathon,not a
sprint."- Neil Shaw, on behalf of the SPU LeadershipTeam

"l am futtysupportiveof the OMSimplementationwithin BP and am proud that GoM D&C

rs one if tni'nrst D&C organizatrbnsto achieve initialimplementation.I am personally
convincedand commifted-thatOMS wilt make a substantialimpact in improving safety
and makingour operationsmore reliableand efficient.
'a
"tn GoMD&C onepart of futfittingour visionis to be leaderin allthat matters'and OMS
is clearly one areiaI expectti be recognized."'Kevin Lacy, Vice President Go[l
Drillingand GomPletions

;',] f!,..:il::i :i.':i'i .:ii

1.4.1 Drillinqand ComPletions

WithinGoM, D&C is managedas a central,functionalorganization.The organization
managesall aspectsof GoM D&C includingHealth,Safety, Security,Environment
projects,performance
tfSSEl, individualwellplanningand execution,newdevelopment
management,rig scheduling,6P-ownedrig management,projectseryices,and D&C
supportstaff.
DW D&COrqanization Chart
The CentralTeamModelrevolvesaroundtwo coregroups:Engineering and Operations.
These two groups work side-by-side as "One GoM D&C" to achieve best in class
performance.
The Engineeringgroupis comprised of Drillingand Completionsteams.Eachof these,in
turn, hIs a Win'Planning and Executionteam; a team focused on Major Project
Engineering;and an Exclllence Team. an
Additionally, Interventionsteam, both
Engineeringand Operations, is housed within the Completionsteam. The Well Planning
teamsare scalablewith changesin operatingrig count'

GoM D&COperatingPlan/Local llocument Numb€r: 2200-T2-OM-MA-0001

Tille of Document: OMS Manual
K€vin Lacv Revl3ion: o
MarkWebster lssue Date: 11t1t20AS
Noxt Rovisw Date 11t112010
Retention Codo: A/M00O0 (if eoolicable):
Securit1t Pago: Page 9 of 73
ProiectConfidential
Clas3iffcation:
tu are uilng the correct revision'
BP+lZN-M8100193'156
CONFIDENTIAL
HCG009-016525
 The operations side is presenflycomprisedof three groups:the Explorationand
{ppraisal ream; the AtlantisoperationsTeam; and the ThunderHorse operations
Team,butis scalableto changesin the operatingrig count.
Also managedwithinthe GoM D&CCentralTeamare HSSE(D&CHSSEresideswithin
theoperationsTeam),Rigsandwell services,Rigownership,projects,Technologyand
Performance Management.
Soonafterits inception,the CentralTeamModelenabledGoMD&Cto provideimproved
support to the New Developmentprojects.The teams' new structureallowed better
utilization
of scarceresources,and improvedtheflowof learningbetweenthe Drillingand
C-ompletion engineers.They also startedmakinggreatprogreGin theirstandardization
efforts.
Theoverarching
designprinciples
of the centralized
organization
are:
r lmproveGoM D&C HSE/lntegrity Management(lM) and Simultaneous
Operations
(SIMOPS), and maintainassetintegration
- Consistent HS9IM andSIMOPSstandards ensureeffectiveness
- EmbeddedD&C criticalpositionsto maintaincontinuityand integration
with
projectandsubsurface teams
r Drivecontinuousperformance improvement andconsistency
- Rig executionexcellence - continuity
-.one rig/oneteammachine"
Rigorousand standardizedperformanceand cost management
- Clarityof accountabilities
o lmproveefficiencyand effectiveness
of worKorce
o Standardization
in well planningand designthrougha centralteam for drillingand
completions
engineeringsupport
Fullyutilizescarceskills,improveTeamLeader(TL)/engineer ratio,and provide
centralresourcesupportso engineersfocuson tvrench time"
Build capability;accelerateemployeedevelopmentand organizationlearning
curves

Title of Document: GoM D&COperatingPlan/Local DocumentNumber: 2200-T2-DM-MA-0001

OMS Manual
Authoritv: Kevin Lacv Revlsioei: o
CustodianOwner: Mark Webster lssue Dale: 11t1t200,g
R€tentionCode: !vqA00O0 Itert Reviow DatG
(if applicable): 11t1t20't0
Security
Cl,rssillcation: ProjectConfidontial Page: Page10of 73
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CONFIDENTIAL BP+|ZN-M8|00193457

l.tcco09{16526
 1.1.t.1 Gon D&COPerctlons
This groupis responsiblefor all well executionactivities'

1.a.1.1.1 Drilllng EqginceriqgTcam

This team is responsiblefor drillingengineeringplanningfor all DW GoM Development
and Productionwells. Additionally,the managorfor the Mad Dog Rig and Spar New
Buildsresidesin this team. me britling Engineering"DE" Team works closelywith the
projectsLeadersto developa world-cliss sanclionfor New DevelopmentProiectsand
witn the ThunderFbrse and AUantisRig Oparationsteams to plan the walls. The charl
bel64rr for each of the sub,teamsin the Drilling
detailsat a high levelthe accountabilities
EngineeringTeam.

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Flgurr 2: GoI Derpuvabr Drllling Engincrrlng Tcam

GoM D&C Op€ratingPlanl Local llocummt llumbrn 22m-T2-DM-rrA-0m1

fid. dDodrm.nt: oMS luanual
Authorttv: K6/in Lacv Ravlrion: o
Cuitodi.n c,ltn t: Mark Webebr ls.u.It ta: 11nEnoE
ilertR.vi.w lltt ltnt?o10
Retcntbn Codc: AM0000 fit.oo$c.bL):
Secrttity Pagc: Page11of73
Pn{€ct Confktenthl
Cbdfcdon:
rrc you atr qrim tfro ccroct ttctd.l'ott
CO}IFIDENTIAL BP+rzil{Blml$45E
HCG0oe{r0527
 1.4.1.1
2 GompletionEngineeringTeam
Thisteam is responsiblefor completionplanningfor all GoMwells. lt workscloselywith
the Major Projects team to develop a world-classsanction for New Deveb6ment
Projects,and with the ThunderHorceand AtlantisRig Operationsteamsto plan the
wells.The chart belowdetrailsat a high level the accountabilities
for each of the sub-
teamswithinthe Completions Engineering Team.

. Supporl common prffi . l[tw6ntion slrd€gtr . Pmvrdedpdlq dd dlv*e

. lehnd€y cqdind bn . Intflentbn optbn CE Mdags
. Long Tgrm O/V $€tcgry gorerdbn spporl ' Advbson o.gffhdbnd,
. Fbld Triab . Inl*€ntion assu€lpdpb ddgbprnaot
. Fbpil R66pons R6sucing d€si9n/FcE€d!,6'Advl$onpt@
. Specid €nginqing dd . lf,twentioru opdations simplifbatbn
f!ffibnal support . K6p GoM CEt€d linkod
flEj.ct siudi6
. Maintain dep sp.cialisl skills . Prwd6 compbtbn and wilh BP gbb.l @md€tbns
. quipment design Inl€ry€ntionaopereions communiy-
. Eqlipm€nt OA/QC 3p*hlbt suppod . As3ist h Oontinuou3
. DesiJfi revbw3 P€dmflce I m pfovmqt
' Equipmenl Inlegrity elions
. Fluk s . Cdmmunicat€ c@plelpn
. HPtir rbks apFroprid€ly
. T*hnology dewbpm€rt . B€ m exp€rt toubb4h@td
. Contrffl $upport for O&C wobl€ms
. Wdgr InFions
. Well tertngtlbrbekg

Figure 3: GoM l)eepwaterGompletlonEngineeringTeam

1.4.1.1.3 OperationsTeam Hodel

Thereare presentlythreeOperationsTeams: WellsOperations- E&A,WellsOperations
* Thunder Horse, and Wells Operations- Atlantis. This is scalablewithin the
organizationalmodelwhere one OperationsManagerleads from 2-4 wells teams. The
E&A Team is responsiblefor well planningand execution. The ThunderHorse and
AtlantisOps teams are responsible for operationsexecution. The planningfor their
operationsis done in the GoM D&CEngineeringTeams.A Rig OpsTeamconsistsof two
parts. The first is a core group of dedicatedrig team members(as representedon the
rightsideof thediagramin Figure4, withthe solidtinereportingtine).

Title of Document: GoM D&C Operaling Plan/ Local llocument l{umber: 2200-T2-DM-MA-0001
OMS Manual
A|nnonw: Kevin Lacy o
Custodian/Orrnen Mark Web6ter lssue Date: llnt20,os
Retention Code: AAAOOOO Next Roview Date
lif aoolicahlcl:
11t1t2010
liecufiy
Project Confidential Page: Page 12 of73
Clasrification:
wamang: Chect 9W DoG3revision to ensure you are using tha correct rcvirion.
CONFIDENNAL BP+{ZN-it8t00193459

HCG00$016526
 The secondpart of the team is supportedfrom the CentralEngineeringTeam,reporti.ng
to the CoM OaC EngineeringManagersor other parts of the organization(as
on the leftsideof the diagramin Figure4, withthedottedreportingline)'
represented

bp

C.nt.l D&C T..m' On. .ig - onr t..m mtchin:

Engln..rlng .nd R.sourc.
+
Expl. Proi ud PU Toms

I
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bt ltclFcag.d I
fm plodrq rr I
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pLding |nlo n9
rfficim od dw
hdiig i.to
oldfiG. CE roL
d{ dt qist itr
€rph.did ftffi

Figure 4: Rlg Ops Team

The Development Well RACI chart for integrationof the GoM D&C Engineeringand
(filAtl) Operationsteamsis includedas follows.

GoM D&COperatingPlan/Local Ilocument Number: 2200-T2-DM-MA-0001

Titlo of Oocum€nt: OMS l*ilanual
AUrnorlly: Kevin Lacy Revision: o
Custodian/Ornen MarkWebster lssue Date: 11t11200s
Nert Review Date 11t1t2010
Rotentkrn Codc: AvqAO0O0 (ff aoolicablel:
Socutity ProiectConlklential Pag€: Pag€13of73
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CONFIDENTIAL BP+|ZN-M8100193460

HCG009-016529
 D&C

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XGy trlggert ttr an MoC: Changes to Presaure. Scope, O€pih, producdvity

ReBtr 1; rOWT@l

Figure5: RAC|Chart

Title of Document: GoM D&COperatingPlan/Local DocumentNumben 2200-T2-DM-MA-0001

OMSManual
Autnoratv:
Kevin Lacv Revision: o
Custodian/orrvner: Mark Webster lssuo Date: 11t1t2009
Retention Code: AAAOOOO Next REview Dato
(if aoolicable): 11t1t2010
Security
Project Confidential Page: Pago 14 of73
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CONFIDENTIAL BP-HZN-M8t00193461

HCG009-016530
 1.4.1.2 GoM D&C HSSE Team
The HSSETeamis accountable for supporting teamsin HSSEexcellence
the operations
withinthe Drillingand organization.
Completions includethefollowing:
Accountabilities
. Engagingdrillingcontractors in continuousHSSEimprovement
. prwiding fleei-wide and rig-specific HSSE analysis and improvement
recommendations
o Ensuringconsistent of BP Groupand sPU HSSErequirements
application
. Conducting HSSEmachingandtrainingfor the C'oMD&Corganization
o Providingan interfacewiththeSPU HSSEFunctional teams

1.4.1.2.1 Operatione
HSSE is accountiabte for providingHSSE support for drilling, complgtionsand
interventionoperations.HSSE advisoiswill be embeddedwithin office'basedteamsfor
each DrillingOperationsManager.Each rig and interventionactivity also will be
onsiteHSSEsupport.
supportedby r,otrating

1.4.1.2.2 Performance
Ensure HSSE performanceis continuouslyimproving in GoM D&C operations'
lmprovement will includethe following:
activities
r Accurateand timelyHSSEdatratrackingand reporting
o Learningfromincidentsandapplyingthoselessonsbroadlywithinthefleet
. lmptementing HSSEsystemsthat are simpleand consistentwith OMS, GoM SPU
requirementsand contractormanagementsystems

1.4.1.2.3 Asgurance
for ensuringthatall applicableBP PoliciesandAgencyRegulations
HSSEis accountiable
arefollowed.Assurancewill be achievedby:
o requirements
Trainingon regulatory
r Self-assessmentsand audits
o Useof existingCompliance Systems
Management

1.1.1.3 Performance Management Team

Thisteamis accountable for leadingthe Performance and ProjectServicesteamsas well
as lM and OMS lmplementiation.Althoughcentralized,much of this team will be
co-locatedwith the Engineeringand Operationsteams they directlysupport.The direct
reportsare accountablefor Performance,ProjectServices,D&C lntegri$ Management
andOMSlmPlementation.
The performanceTeam providesrobust supportto the Engineeringand Operations
teamsin GoM D&Cand leveragesthe capabilityof the D&C Engineering and Operations
staff. Technologists,CommonProcessCoordinators,and TechnicalEditorsreport into
the performanc6Team and supportthe Engineeringand Operationsteams and are
co-locatedwith theseteamsto ensureefiicientwork processes'
Centralizingthe reportingrelationshiphas and will continueto allowgreaterefiiciencyin
standardizition of proceises and balancingof workload.This teamalso holdsSPU lT&S

GoM O&COperatingPlan/Local DocumentNumber: 2200-T2-DM-MA-0001

Titlo of Documoit: OMS Manual
Authority: Kevin Lacv Revision: o
CustodianroYvnot: Mark Web6ter lssuc Daic: 11t11200,9
Norl Roviow Datc 11t1t2010
Rotention Code: AAAOOOO lif aoolicablel:
s?cuflty Pags: Page 15of73
ProiectConfklential
Cla3sillcation:
rlre vou an U3i.rg!h!,9ollectl9gg!e'|:
CONFIDENTIAL BP-HZN-il8100193462
HC@09-016531
 and segmentD&C lT&S interfaceaccountability with GoM D&C for D&C software
applications(i.e.,OpenWells,EDM,LiveLink, etc.i.
The samesynergieshaveoccurredwith the centralization of the ProjectServicesteam.
The ProjectServicesorganization hasfour teamleaders,threeof whbmare leadingthe
costtrackingandforecasting workthroughthe costengineersandanalysts.Additioially,
one of theseTLs caniesaccountability for the PS Technicians processinginvoicesand
for special projects like the p2plBackboneimplementation. A fourth ps rL is
accountable for Schedulingand DocumentControl. Belowis a RACI chart between
GoMD&CPS,SPUFinanceand theAssets.

Title of Document: GoM D&C Operating Planl Local Documontl{umber: 2200-T2-DM-M4-0001

OMS Manual
Authority: Kevin Lacv Revision: o
CustodianrOrvnor: MarkWebster lssue Date: 't1t1t2009
RetentionCode: AAAOOOO t{erl Review Date
{ff aoolicablel:
11t1t2010
Security
Proiect Confidential Page: Page 16 of 73
Classification:
Warning: CheckDW Ooc-srevision to ensure you affi
CONFIDENTIAL BP-HZN-M8t00193463

HCG009-016532
 re;Ed
fl--F.-'46^oEg!

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tuffi1$a

Figure 6: RAGIChart for GoM Proiect Services

GoM D&COperatingPlan/Local DocumentNumber: 220G.T2-OM-M4-0001

Title of Document; OMSManual
AttlnomY; Kevin Lacv Revisam: o
MarkWebsler ls3ue Dats: 1u1t2009
Nert Review Date 11t1t2010
RetentionGode: AAAOOOO {if aoolicablel:
Security ProiectConfidential Page: Page17of73
Clessillcalion:
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CONFIDENTIAL BP-HZN-M8100193464

HCG009-016533
 1.4.1.4 Projects Team
This Major Pro.iectsTeam is accountablefor currentand future Major projectsthrough
the Appraiseand Selectphases. The team is the secondstep in the valuechainafter
E&AOperations, andworkscloselywithGoM D&CEngineering MajorProjectsTeamsto
developconceptselection, createa WellsBasisof Design,feCnnobgyplin and support
sanctionof the Project. The D&C Major ProjectLead-erssit on the Asset Leadership
Teamsand are the SPAfor D&Cfor functionalteamswithinthe AssetTeam. projects
Team will set up the conditionsfor successfor the GoM D&C EngineeringTeamsto
performdetailedwell planningin the DefinePhase,and alsofor the OperatioisTeamas
theyoperatein the Executephase.

1.4.1.5 Technology Team

Thisteamis accountable for guidingthe GoMD&CLeadership Teamin makingstrategic
technologydecisions,supportingthe SPU TechnologyManagerin developinganO
implementing the technologystrategy,and providingbothshategicand tacticaldiEcfion
to the Explorationand ProductionTechnologyGroup(EPTG)with respectto GoM D&C
technology needs.TheTechnology Teaminterfaces withservicecompanieson technical
strategydirection,and with Universities, Joint IndustryProjectsand other sourceson
insightsfor integration.

1.4.1.6 Rlg and Well Services Team

Thisteamis accountable for leadingD&Cin full lifecyclemanagementof contracts,from
strategydevelopment to contractagreement andsupplierperformancemanagement. The
team also leadsthe commercialactionsfor rig farm-outsand farm-ins. The key raasons
behindthisorganizational structureinclude:
. Captureall GoM thirdpartycontractingexpertisein one organization
. Holdcontracting expertise and liaisonwithSPUand GlobalPSCMin one place
r Coordinationand preparationfor the performanceReviewMeetings

1.4.1.7 Rlg Ownership and lM Assurance

Thisteamis accountable for managingthe BP-ownedRig Fleetand Contracted rigs.The
team will provideverificationthat rigs are beingoperatedand maintainedin accordance
with BP Policy(IM/OMS)and managea centralRig AuditPlanfor GoM.The Rig Fleet
Team will interfacewith the O&M contractoron all Rig Equipmentand Maintenance
issuesallowingthe BP WellsTeamto focus on the deliveryof Well Construction. The
team will work closelywith Wells Teams and lead the drive to standardizehow we
manageO&Mcontractsacrossthe SPU.
The CentralRigsTeamalsowill provideinputon both BP and Contractornew buildrig
projects.For BP projects,a key areaof inputwill be developmentand approvalof the Rig
Basisof Design(BOD)and ensuringa smoothand efficienttransitionto operations. The
Teamwill have multipleinterfacesboth internaland externaland prcvidea singlefocal
pointfor Rig-related
issueswithinthe SPU.

Title of Docum€nt: GoM D&C Operating Plan/ Local DocumentNumber: 220{)-T2-DM-MA-0001

OMS Manual
Authoritv: Kevin Lacy Revi3ion: o
Custodian/Owner: MarkWebster lssue Dale: 11t1t2009
RotentionCode: AAAOOOO I{ert Review Date
11t1t2010
{ff aoplicablel:
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Classification: ProiectConfidential Page: Page18of73
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CONFIDENTIAL BP-I{ZN-M8t00193465

HCG009016534
 1 . $ *td t$ l mp l *rn e n ta ti *n *nel Gover nanc*

1.5.1 OMSlmolementation
GoM D&Chas compteted the followingrequirements to OMS' in linewith
for_transitioning
the E&PManualVersion2(referto DCMOC{9-0M4 in Bizflow):
o GoMD&CLeadership TeamOMSengagement andtraining
. OMS EssentialsGap Assessments,includingExtemalVerificationthroughGap
AssessmentParticiPation
. Gap prioritizationand ClosurePlansin placefor highestprioritygaps
o Developmentof a LocalOMS Handbook(thisdocument)
o Developmentof the electronicinformationrepositorythrough OMS Navigatorand
SharePoint
. Developmentand commencementof execution on a Communicationand
EngagementPlanacrossthe widerGoM D&Corganization
o An importantaspect of OMS implementationand sustaining(see beloiv)was the
assignmentof a GoM D&C OMS SteeringTeam for implementationoversightand
direction.A LeadershipTeam(LT)"lmplementalion Managef and "OMSLead"also
were assigned. Under the Steering Team's direction, Gap 4s""tments were
completed-and, whereapplicable, Gap Clmure Plansdevelopedfor the determined
gaPs
high-prioritY
r Initiateand closeMoC usingthe standardGoM MoC process

1.5.2 SustaininoOMS
OMS will be sustainedusingthe Performancelmprovement
Cycle(PlC);thisis a continuousimprovementprocess.The
sages'ot inis processand relatedhigh-levelkey activities
encompassthisdocumentand are describedbelow.
1. Intent: Leaders provide the vision and set the
expectationsfor operatingperformancethrougha local
operatingpolicyand consistentactions.
.Explain objectivesand scope of the local OMS;
prwide vision and framework for setting local
objectivesand trargets.
2. Risk Assessmentand Prioritization:Risks (threatsand
are identifiedand prioritized'
opportunities)
. lmplementa formalprocessfor reviewof risksand a
systemto prioritizeactionsto closegapsaccordingto risks'
3. planningand Controls:Plansestablishclarityaboutan intendedactivityand controls
confirmthat objectivesare achievedin a sustainablefashion'
r Developplans with specificobjectivesand targets to manageidentifiedrisks;
-
develop performancemeasures (key performanceindicators KPls) and
cornmunicateplansandaccountabilities.

GoM D&COperatingPlan/Local DocumentNumbor: 2200-T2-DM-MA-0001

Titlo of Docatment: OMS Manual
Authoritv: Kevin Lacy R.YiSKN: o
Custodi.n Chivnot: Ma.k Webster lssua Date: 11t1t2009
Noxt Reviow Dato 11t1t?s10
Rotontion Codc: AMo(n0 (if aDolicablel:
Sectrity ProiectConfidential Page: Page 19of73
ebr.ificetbn:
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CONFIDENTIAL BP+rZN-ltB100193466
HCG009-016535
 4. lmplementation
and Operation:Activitiesare carriedout consistentwith the planto
meetcommitments,includinglegalobligations.
r Executethe planto closegapsand eliminatedefects.
5. Measurement, Evaluationand CorrectiveAction: Monitoringand measurement are
carriedout to determinewhetherapplicablerequirements an-dplantargetsare being
met and controlsare effective.
o Measureand assess progressusing KPls to confirmdeliveryand effectiveness
of plannedactions;put in placeactionsto oorrectanydeviations
fromthe plan.
6. Management Reviewand lmprovementManagement reviewsidentifyany needfor
changeto the localOMS.
' Reviewall steps and modifythe local OMS before its next implementation;
determinewhetherthe local OMS is alignedwith the scope and intent and
working effectively. Embed learning from reviews to improve systems,
performance and behaviors.
The GoMD&c OMSSteeringTeamand OMS lmplementation Managerare accountable
for sustainingconformancewith the OMS Sub-Element requirementias definedby the
Essentials,Requirements and Recommendations in the E&P Manual.AppendixB,'GoM
D&C Oltls Sustaining Activities and Accountabilities,documents't<eyactivities,
responsibilities
and accountabilities
for sustaining
conformance withOMS.

1.5.3 GoM D&GOMSGovernance

The GoM D&C Vice President(VP) reportsto the GoM SPU Leader. The GoM D&C
LeadershipTeam consists of the PerformanceManager (serves also as OMS
lmplementation Manager),Wells Director,DrillingEngineering'Manager,
Completions
Engineering
Manager,Operations Managers, ProjeitsManager,Rigsaid Wettsdervices
yxngger, Rigs and Operations/lM
AssuranceManager,TeihnotogyManager,Kaskida
IFTProjectManagerand GoMD&CHSSEManager.tne CotrlD&dorganiz-ation can be
viewedusingthefollowinglink:
DW D&COrqanizational
Chart
OMSaddsstructureand clarityto the development of specificannualobjectivesand links
performance management to Bp's coreoperatingprinciples.
The GoM D&C VP is accountable for operationaldeliveryincludingOMS conformance.
The Performance Manageris the custodianof the GoM OaC OperitingplantLocatOMS
Handbook(this document)and updatesit annuallyto keep it reprisentativeof the
organization.The GoM D&C LeadershipTeam membersare instrumental in ensuring
the successof OMS. They individually and collectively
undentandthe key aspectsof
OMS and drive the associatedPerformancelmprovementCycle (PlC) as well as
conformance to the OMSessentials.
Previouslyin the GoM SPU, elementsof operatingwere embeddedin gHSSEr,S&Ol,
IntegrityManagement,BP ManagementFramework,and the SPU bus]nessstrategy,
among others.As of December2008 these stiandards have been replacedand all
ongoingprocessesmovedunderthe appropriate OMS ElemenUsub-Element such that
all operationswill now be managedunderthe OMSframework.GoM D&C'sauthorized

Titlo of Document: GoM D&COperatingPlan/Local DocumentNumber: 2200-T2-DM-MA-0001

OMSManual
Authorify: Kevin Lacy Revlsion: o
qu$odaanrch.vner: MarkWebster lssue Dale: 11t1t2009
RetentionCods: A/M0000 Nert Roview Date
{if aoolicablal:
11t1t2010
Security
Classilication: ProjectConfidential Page: Page20 of 73
waming: Ghocr Dw Doca revisaonto gnsure you aneusino the correct revision
CONFIOENTIAL BP-HZN-M8t00193467

HCG009-016536
 A, "GoMD&c Evidence
Moc to oMS represents 'OMS to thisframework.Appendix processesand their
transition
SuU-Elements- D&C
lnventory"ougines th; "rpp"tti"g
accountabilities.
ltiseachemployee'sresponsibilitytobecome,fami|iarwiththecontentofoMSandhow
sate, retiaoteand high performanceoperations'
it drives detivery ;;5i ;;tass performance
"f tne Managerlalso -O-MSlmplementation
Leadership as it
boM D&Corganization
"nO "p"",ft-"ff',
providethe guidance,n:-":t^:?Yfot in"
Manager)will "itit"
*"u"i to:*"rd withthe suitainingphaseof oMS'

BP-l{zN-M8100193468
CONFIDENTIAL
HCG009-016537
 2 RiskAssessmentand prioritization
The intentionof the GoM D&c Risk Management.P]1n^is_to
instructions providea comprehensive set of
on the management of riskswitliinGoM oac.hr"
life cycle from initial iden-tification [rln wirrcoverthe completerisk
to The pran *iii,iutrin" the risk process,provide
instruction on the useof the BP nsrassessment
"ro.".ut. rool'(RArt
anowirrdirectusersto the pertinent
andprocedures relevant
to a conList"ii*J standard
ff:X5r$T,l'fes approacn-
to risr

3,'f $?isktd*ntifie*t*sn I
I oMS providesthe.opportunity to standardize.to_risk
managementprocessesacrossD&c
through the compriance gr.gp (defined,,""o-rr"no"d and guidance)
l"
procedures' Group Defined Practicefrr"ti"" and
GDP 3.1-0'0oi-nssessment,prioritizationand
Management of useo
Tr:! :ha]l p9
risks' GroupRecommended
to-govide guidan"eon n" management of identified
Practicecnp g.r-odi s"i""ti". oinazaro Evaluation
shailbe,."d and Risk
fo'.suidance
onwnicn
ioorrousefora specific
risk
f,nffiu,"# r""j:f.*"
' GoM D&c uses tw-ornainproceduresfor.rnanaging
Beyond the Best_(Brp_), work processeswithin the function:
ano rua1olelgject comiroi pro""!. (Mpcp).
containrequirements Both procedures
to managerisk.The GoM D&c nist tttanagenentplan
theseprocessesinto alignmeniwithoMS so that will help bring
ri;r ir ri"iiil effectivelyand consistenry
withinD&Candin compiiance withOMsiequrrements.
o Althoughthere are a numberof risk
identihcafiontools available,the Hazardldentification
(HAZID)and Hazard^and^operabilitystudy (HAzoP) ro.r commontyused
withinprolectsand assetteams.tn iooition,risks "r"ln" tnrougha number toots
are identified
* risaudits of other
ordairv
Jobsarety enui,.onrentar
Anaryses
(JSEAs)
!:;Tlfjj:Hifr: ;;:: "no
r lnespective
of thetoolusedto identiry
them,all risksshallbe recorded in andmanaged by
theBPRAT,whichis.thegroupapproved
processand in conjunction lgj91.:t r"""g"r"",. Through thepriorp2at6n
with rhe spU Rjsk 6d;;;;i poricy,eachrisk shal be
managedat theappropriate
organizationallevel.
3"? iVi*j*r*{azard&isk Ass*s*ry}ent
The D&Cmajoraccidentrisksare:
r Lossof WellControl
r Lossof DrillingRiser(leadingto infrastructure
damage)
BowTie diagramsand Risk MitigationPlans have
been developed
management of theserisks is undercontinualreview.The associaieo for these risks. The
updatedas deemednecessary. diagramsand plansare

CONFIDENTIAL
BP-I{ZN-M8t00193469

HCG009-016538

ru
 :,: *n'tS S;lS &**e*smsr:i * $ub-S.t*ry:ent
*r:nJortr:;rteefirttl
K{*k
o In March2009,the Riskelementassessment was completedas partof the overallD&COMS
Gap Assessment process. Actions to closethe gapsare underway,and are trackedas partof
the OMSGapAssessment PrioritizedActionPlan.
. Specificgaps are identifiedin the Gap Assessment Toolwhichis held and managedby the
OMSCoordinator for GoMD&C.
r The key actionareafromthe gap assessment is the needfor a RiskManagement Planthat
will promoteconsistencyin the riskmanagement approaches usedwithGoMD&C.

:.'3' Prierri*ir*ti*n
Risk Management gap assessmentand
gaps have been prioritizedduringa Risk Management
duringthe bfr4S Cap Assessmentprocess. Gaps were rankedbasedon businessneed and
further rankedusing the systemwithin the OMS Gap AssessmentTool that prioritizesrisks
accordingto theirrelativeimportanceand type.
Plan. This documentis under
The followinglinksto the currentdraftof the Risk Management
revisionandwill be replacedin the nearfuture.
GoMSPUDrillinq. Completions RiskManaoement
and lnterventions Plan(Draft)

GoM D&COperatingPlan/Local DocumentNumber: 2200-T2-DM-MA-0001

Tille of Documont: OMS Manual
Autnoritv: Kevin Lacv Revision: o
Custodianownen MarkW€bster lssue Daic: 11t11200,9
Nert R.visw Datc 11t1t2010
Retontion Code: A/M00O0 {if eodicablel:
sec{.tnty PKiect Contidential Page: Page23 of 73
Claccificalion:
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CONFIDENTIAL BP+|ZN-MB100193470

ftcc00$016539
 3 GoMD&CPlanningand Controls
Thissectionprovidesinformation
on D&CPlanningand Controlsdocumentation and procedures.
Manydocumentsand processeshavebeenidentifiedand describedhereinwith associated links
whereavailable.TheGoMD&Cspecificprocesses containedin thissectionare "live"documents
subjectto ongoingcontinuous
improvement
modifications.

BP'sworldwideExploration
and Production"Bevondthe Bestcom " documentdetails
"theBP way"acrosstheE&Psegment for Drilling planning.
andCompletions
Sincethe centralization
of the GoM D&Corganization in 2008,D&C has an ongoinginitiativeto
documentcommonGoMD&CRecommended Practicesfor the variousasoectsof BtB. Thisis in
lieuof variousrigsworkingwithdiscreteassetsin inconsistent
ways underthe generalguidance
of a globalstandard.
Someaspectsof BtBthathaveGoMD&CRecommended
Practicesare:
r GoM D&C End of Well Reportand Operational
Post Well ReviewWiki Recommended
Practrce
o GoMD&CLessonsLearned ProcessWikiandRecommended Practice
r GoMD&CManagement of ChanqeWikiandRecommended Practice
Some aspectsof BtB that are in progressto supporta commonGoM D&C Recommended
Practiceinclude:
. DrillingStage-Gate
Process
r Completion Stage-Gate
Process
. CommonMonthlyWellReviewMeeting
. DocumentManagement Recommended PracticeDevelopment
Plan
r RiskManagement Process
. AFE and FM Recommended Practice
. Rig ScheduleRecommended Practice

3.2.1 FinancialMemorandum
The FinancialMemorandum(FM) is usedto obtainauthorization
for fundinga project.
TheFM processesarefoundon theGIAAP(Grouplnvestment Assurance andApprovals
Process)website.
This process is handled within each AsseUProlect.D&C provides supporting
documentation for all D&C activitiescoveredunderthe scopeof an FM. Authorizations
for Expenditures(AFEs)are subsequently usedto obtainauthorization
to spendfundsfor
a particular
activitywithinthescopeof the FM.

GoM D&C Operating Plan/ Local

Title of Document: DocumentNumber: 2200-T2-DM-MA-0001
OMS Manual
Authoritv: Kavin LacV Revision: 0
MarkWebster lcqrra nrfa' 11t1t2009
Next Revi€w Date
Retenlaon Code: AAAOOOO 11t1t2010
lif aoolicablel:
S€curity
Project Confidential Page: Page 24 ot 73
Classification:
Warninq: Check DW Docs revision to ensure vou are usino the cortect revision.
CONFIDENTIAL BP-HZN-M8t00193471

HCG009-016540
 3.2.2 Lonq Term Plan
D&C has developeda processspecifically for handlingthe Long-TermPlan (LTP)called
the "WellsTeam. LTP SubmissionsRecommended This documentcontains
PlaQtige."
Oetai iocess that D&C followsto createthe LTP' The
plan encompasses manyfacetswhichare moreclearlydetailedin the document.The
items belowrepresentsomegeneralinformationaboutthe LTP and associatedactivities
includinga link to the recomilendedpractice. This sectionhighlightsthe key areasof
thisprocess.
o 1 year- Lifeof Field(LoF):
- Years 1-5:coreLTP area of mostfocusand accuracy
BeyondYear 5: LoF shape of expectedspend (i.e.,fewer detailsand more
generalestimates)
o OtherLTPitemsinclude:
- D&C Provided
o Headcount- providedby D&Ccost centerand consolidated
o CApDOOPEX - the financial detailed bottoms up forecast of costs
depictedfor the LTP requiredperiodswith and withoutinflation
o D&C Cost Center budgets, also called Pxo (People and ofiice
Expenses)
- AssetProvided
Depletionplan- this is the activitysequenceplanthatdepictsthe planof
o
activitiesand sequencefor production; this is an outputfrom the SS&W
teamsthat helpfeed the LTPworkthat we prepare
o Production
o NonFieldLiflingCosts(NFLG)
o LTP RecommendedPractice DocumentLink: Wells Team. LTP Submissions
RecommendedPractice
.
o OtherRelatedLTPPlanningExercises:
- Frame- thisis a high-level viewfor eachAsseUProject for a givenperiodof time
(e.g.,five years).This is usuallydone a few monthsbeforethe detailedLTP
processto showproposedlong-termcapitalrequirements.
Deep Dive- this is a detailedbottomsup cost profilefor eachAsseUProject for a
giventime period(e.g.,two years). lt is done beforethe LTP processbut after
the Frameexerciseto show proposednear-termcapitalrequirements.

3.2.3 Rio Schedule

on a monthlybasisby the D&CLT are:
Currentrig schedulesrefreshed
. 1-YearDeliverySchedule(withweather)(Samplelink)
o 2-YearReadinessSchedule(withoutweather)(9a!0pletinK)
rig schedulesusedfor
ln additionto the aboveschedules,there are variousAsseUProject
differentrequirements (i.e.,SIMOPSreviews,rig readiness,P25 or otherearlydelivery,

GoM D&C Operating Planl Local DocumentNumbGr: 2200-T2-OM-MA-0001

Title of Documont: OMS Manual
Authority: Kevin Lacv Revisktn: o
Custodian/Orvnen MarkWebstet lsiue Date: 11t1t2o0A,
Next Rovior Dato 11t1t2010
Retention Code: AAAOOOO (if aoolicablcl:
tiecurity ProrectConfidential Page: Page25 of 73
Classification:
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CONFIDENTIAL BP+|ZN-M8100193472
HCG00$.016541
 scenarioplanning,etc.).The Rig ScheduleprocessutilizesPrimaveraas its primary
scheduling_tool
to helpenableapplication
of soundProjectManagement principlesto ail
aspectsof D&Coperations.
D&CRigScheduling
ProcessPrinciples
include:
' D&9 is ultimately accountiable
for Rig Scheduling Processon all drilling,completions,
and intervention operations.
o D&CRig Scheduling P_roc_essobjectives will be fullyalignedwith GoMSpU priorities,
capitral
forecasts, and D&Cresources.
o Each asset or projectis accountiable for overall performancein their area and
integrating all groupsfor deliveryof performance. D&Cwill provideclearprocessand
rolesto achievethoseoutcomes.
o
]he Opportunity Progression Processwill be the vehicleto deliverand prioritizethe
integrated rig schedule.
. Appropriatecommunicationinterfaces,roles, and clear endorsementprocessesfor
the sPU LT, VP's, and Assets will be developedand maintainedby D&c for
transparency, leadershipoversight, and performance management.
The SPU must have a qualityset of well optionsto choosefrom when feedingthe rig
schedule.The newly developedopportunityprogressionHopper (depictedbetow)
ensuresthe qualityof choice.

Titlc of Docum€nt: GoM D&C Operating Plan/ Local Documentl{umber: 22@T2-DM-M4-0001

OMS Manual
Authoritv: Kevin LacV I{CVt3rOn: 0
Custodaantovrnen MarkWebster lssue Date: 11t1t2009
Rotention Code: AAAOOOO Nert Roview Date
(if aoolicable): 11t1t2010
S€curity
ClrqcifiertL6n.
Project Confidential Page: Page 26 of 73
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CONFIDENTIAL BP-l{ZN-ilt8t00193473

HCG009-016542
 l-bhFAs)

ffid*
hinrratm
16rfl
t-'|r.Bcsl

N&

Figure 7: Procegsfor Opportunity Progr$sion

3.2.4 Group FlnancialOutlook (GFO)

'official"annualplan used as the Annual Forecastat the
r GFO (0) - usuallythe
beginning of a fiscalYear.
. CiO updates- periodicupdatessubmittedby Financefor eachAsseUProject during
the fiscalYear.

3.2.5 D&G llonthlv Forecast Process

r MeetingSequence
- Long Lead and Materials Forecast Review Meeting with- -D&C Planning
Engineers, D&COps Engineers,MaterialsManagement Group(MMG),and D&C
prdject Services(D&C PS). Goal: Refinecost and deliveryforecastfor cunent
year and next24 months.

GoM D&C OperatingPhn/ Local Documenl Numben 2200-T2-DM-MA-0001

Title of Doc0m€nt: OMS Manual
Authodtv: Kevin Lacy l{evlston: o
Custodaanownec Ma* Webster lssue Date: finl29,os
ilsrt Reviil Dato
Rotention Code: AM0000 11t1t2010
fif rpplicablo):
Socurity Prc{ectConfidontial Page: Paga27ol73
Classification:
You are usins t|rQgSrrcstEvble&
CONFIDENTIAL BP#ZN-m8100193474
11cG009,016543
 l49g!ng wilh by Rig Line D&c ops Team Leads,D&c pranningTeam Leads,
MMG,and D&CPS. Goal:To reviewannuallatestestimate(LE)ior rig activities,
LL and Materials,and any othercosts.
- Meetingwith D&COps Manager,D&CTLs,D&C ptanning
TLs, MMG,and D&C
PS. Goal:To reviewA.sseUProject rollupof LE.
MeetingwithAsseuProjectcontrollerand D&c ps. Goal:to reviewwlp.
Meetingwith AsseuProjectManager,AsseuprojectFinanceManager,D&c ops
Manager,and D&CPS. Croal:To reviewD&Cportionof AsseUprojectLE.
Link .!g pac rloltrty Latest Estimates, LTps, and other Financiat Data by
AsseUProjectand GoM-wide:
ProiectServicessite
ForecastingCycleTimeline

Flgure 8: D&C Monthly Gost Forccast and WIP Timetine

Titlo of Documcnt: GoM D&C OperatingPlan/ Local

OMS llanual llocument l{umbsn 220GT2-OM-MA-0001
Authorilv: KevinLacv Revleion: o
Cu3todhn Own n lUarkWebeter lssue Dalc: 11t1t20np
R.t ntion Cod.: AAAOOOO Nort R.view Datc
lif eooliceblrl: 11t1t2010
Secr|dty
Chscillcdbn:
Pnject Confklential Pagc: Page 28 of 73
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CONFIDENTIAL BP+|ZN-n8r00,t93475
HCG009-0165/t4
 . Ad HocRequests
- Scenarioplanningrequestshappenfromtime to time to profilecostsassociated
proposals.Thesemay be usedto helpcost FMs,to
witn specificnsseUerolect
updateprojecteconomics,or to simplyevaluatevariousprojectassumptions'
Theymaybe short-term, or LoFexercises'
long-term,
r OtherLinks
- Proiects Library
andEnqineerinq
including:
Thissitecontainsdataandotherlinksto veryusefulinformation
o MajorProjectsCommonProcess
o ProjectServicesGuidelines
- Exploration Technoloqv
& Production
on a multitudeof topicsrelevantto D&C
This site containsvaluableinformation
processes.
- Handbook
WellCostEstimatino
Entityoperatingprioritiesreflecta balancedallocationof resourcesto both OMS conformance
anddeliveryof performance targets.

Subsequent to the GoMD&COMSGapAssessment, gapswereaggregated and prioritized,

and
actionsplanswere developedfor high prioritygaps. Actions to
underway closethese gaps, and
targetcompletion sorted
dates, by theme, are:
r Program
Compliance
(1010)
- DevelopandembedcomplianceProgramto D&COrganization
r RiskManagement
comprehensive
Developand implement Plan(4Q09)
RiskManagement
e WellsProcedures
DevelopandEmbedProcedural ChangeCommunications (4Q09)
- Establishregularreviewprocessfor standards(4010)
- accessto relevantstandards(4O10)
ldentifyand communicate
r ManagementofChange
- lmplementMOCreviewprocess(4009)
r People
- Communicate (3O09)
confidentiality
medicalinformation
- for supervisorupwardfeedback(4009)
Set expectations
r ContractorInterface

coM D&COperatingPlan/Local Document Number: 2200-T2-DM-MA-0001

Title of Documentl
OMSManual
Kevin Lacy Revision:
AuthoritY:
Custodian/Ownst: MarkWebster lssue Date: 11t112009
Next ReviewDate 11t1t2010
RotentionCodo: AAAOOOO fif aoolicablel:
Socurity ProiectConfidential Page: Page 29 of 73
Clessificalion:
ffivision toensure you are us!49ltre Jerroctrevision
CONFIDENTIAL BP-HZN-M8100193476
HCG009-016545
 - DevelopandembedRentalEquiprnent
qualityandreliability
assuranceprogram(4009)
r Leamings/Tracking
- Developand embed comprehensive event and/or best practiceevaluation,learning,
sharingandtrackingprocessto systematically
embedimprovements (4o10)
. Logistics
Verifyflightsto Devonare approved(3009)
- Riskassessanddeterminepermitting
requirements
for boat-to-rig
mudtransfers(3O0g)
r OperatingManagement
System
- lmplement OMS(4009)
r OperationsProcedures
Define and aplly minimum requirementsfor BP-ownedrig equipmentoperating
procedures(3009)
. OrganizationManagement
- Developand embed processfor assessingand realigning
organizational
resources
(4O0e)
Developandembedprocessfor creatingachievable
performance
targets(2O10)
r ProjectManagement
- DevelopandembedglobalProjectscodes/standards
(4e09)
Developand embedprocessto provideoperationalinterfacewithinProjects(4e09)
IVole.' Qriglnal target dates_maychange basedon current D&C prioritiesand r.sks, subjectto
D&C OMSSteeringTeamapproval.
All gaps relatingto conformancewith each of the Sub-Element
Essentialscan be found in the
detailedGap Assessment Worksheetwhich may be accessedthroughthe followinglink to the
OMSportalset-up withinthe GoMD&CSharepointsite:
AssessmenUcoM
ltto://oomdnc.boweb.bp.qom/sqloms/Shared%20Documents/Gap DxC Gap
Assessment ResultsActions.xls

p;er1
,3.;1Priclrilix*eJ"&*tivity $*il&fi {}ri.:}J
GoM D&C communicated in the February2009 Leadershio
TeamTown Hall the 200g Context,
Collective
Priorities,
AgendasandKPls.

Tiile of Document: coM D&C Operaling Planl Local Documentl{umber: 2200-T2-DM-MA-0001

OMS Manual
Arnnorlry: Kevin Lacv l{evt3r6n: 0
Custodian/Owner: IvlarkWebster |rsue Date: 11t1t2009
RetentionCoder AAAOOOO Nert Review Oate
(if aoolicablel: 11t1t2010
Security
Classification: ProjectConfidential Page: Page30 of 73
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CONFIDENTIAL BP-HZN-M8!00193477

HCG009-016546
 and OPerations
4 lmplementation
Thissectionoutlinesthe frameworkby whichGoM D&Cconductsits Operations.lt includesthe
GoM D&C applicationof the OMS Principles,Elementsand the underlyingEssentialsand
Recommendations acrosstheorganization.

Activitiesin GoM D&C are fundamentally drivenby a seriesof consistentoperatingpractices,

proceduresand processesthat are implementedacrossthe SPU. At times,there also are
programs/processes that GoM D&C developsinternallyand uses to promote continuous
improvement in deliveryareas. Theseprocesses,
specific whichcan be directlyidentifiedwith
each OMS sub-element,are collectedas "Evidence"during the OMS Gap Assessments;
supportinginformation can be referencedfromAppendixA, "GoMD&CEvidenceInventory."
Therearetwostandardsthatprovidea foundationto our processes:
r BtB holds a strong foundationfor continuousimprovementfor GoM D&C throughthe
TechLimitand DVA.
of NDS,Rightscoping,
application
o DWOPand associated ETPsdefineminimumstandards andoperations.
for engineering
Informationrelatingto other key GoM SPU processeshas been includedin the Navigator
describedbelow.The Navigatorwill be populatedwith GoM D&C documentationby year-end
2009.

The official "library" of operating framework documentation,referencedto the OMS

Sub-Elements, is accessiblevia the E&P OMS Navigator.The Navigatoris availableto all BP
employeesandcontractors who canaccessthe BP lntranet.
This onlinenavigationtool allowsusersto easilylocatedocumentedGoM SPU or GoM D&C
procedures, processes and programsvia the OMSSub-Element structure.GroupEssentialsand
Practices/ETPs plus E&P Requirementsand Practicesalso are included. Informationis
organizedby OMSSub-Element andcan be accessedthroughbotha treeand standardkeyword
search. In addition,practicesfrom otherSPUswill be visibleas a way of sharingwith otherBP
businesses.TheOMSNavigatoris accessible via thefollowinglink:
bpweb.
http:/lomsnaviqator. bp.com

GoM D&COperatingPlan/Local DocumenlNumber: 2200-T2-DM-MA-0001

Title of Document:
OMSManual
Authority: Kevin Lacv t(evtSton: o
MarkWebster lcarra nalA' 11t112009
Next Rsview Date
Retention Code: A/M00O0 (if aoolicable): 11t1t2010
Security Page31 of73
ProjectConfidential Page:
Classification:
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CONFIDENTIAL BP-t{ZN-M8t00193478

HCG009-016547
 5 Measurement,
Evaluationand GorrectiveAction
5""1SoM m&f P*$orrnanceM*tri*s an*{${*visws
Numerousperformance metricsare usedin the GoMD&Cteam. Metricsgenerallycan be
brokendownby rig and by asset,as wellas monthly,quarterly,
andannually.
. Safety,Environmental, and Regulatory D&CMetrics
# of DaysAwayfrom WorkCases(DAFWCs)
- DAFWClncidentRate
- # of RecordableSafetyIncidents
TotalRecordablelncidentRata(TRIR)
- # of HighPotentialIncidents
- HighPotentiallncidentRate
# of NearMisses
# of FirstAids
- # of Fires/Explosions
- # of DroppedObjects
- # of STOPcards
# of Safeg ObservationCards
# of Job Safety/Environmential
Analyses
- # of Spills
- #ofLeaks
- # of RegulatoryNon-Compliance lssued
#of MMSVisits
- # of MMSCitations
r ActiviV,TimeandOperationalPerformance
Metrics
# of DrillWells(Plan& Actual)by Year
- # ol Completions (Plan& Actual)by Year
- # of actualWellInterventions by Year
- DrillingDaysand DrillingDays/10k
- Evaluation Daysand Evaluation Days/l0k
- CompletionDaysand Days/Completion
- NPTDaysand %
- NPT Breakdownby Code(days,%)
- NPT Breakdownby Sub-Code(days,%)
DrillingGapto BestWellType
- Bestof-BestDrillingand CompletionPhase Breakdown(under developmentfor all
teams)
- Benchmark DrillingQuartile(bybenchmark welltypes)
DrillingFeet(perday)
DrillingCost(perfoot)
MudCost(perwell)
- MudCost(perfootdrilled)
# of Bits(perwell)

Title of Docum€nt: GoM O&C Operating Plan/ Local ltocum€nt Numbsr: 2200-T2-DM-MA-0001
OMS Manual
Authorilv: Kevin Lacy Revision: o
MarkWebster r Jl'la. 1t1t2009
Rotention Code: AAAOOOO Nert Reviow Dato
{ff roDlicabl6}:
11t1t2010
Security
Classification: ProjectContidential Page: Page 32 of 73
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CONFIOENTIAL BP+|ZN-M8|00193479

HCG009-016548
 - # of Trips(perwell- ad hocby development drilling)
- GWSI scorecardmetrics of well
inoiviouat services per well (to be updatedwith new
SegmentD&CSPMtoolin January2010)
. CostMetrics
- ActualCostPerWell
- AFEWellCost
- FM Costs
- TotalD&CCAPEX
- TotalCashCosts
- DeveloPment D&CCAPEX
- ExplorationD&CCAPEX
AppraisalD&CCAPEX
- MajorProjectD&CCAPEX
- WellworkCAPEX
- WellworkOPEX
- NPT Costs(nota directlyreportedmetric)
mud,cement,casing,etc.)
- CostsperGL Accountcitegories(e.g.,RigContractor,
Projectcosts
ProductionMetrics
- NewWellsProduction Delivery(inyearvolume)mboe/d
- MajorProjectsProductionDelivery(in yearvolume)mboe/d
Delivery(in yearvolume)Wellmboe/d
- WellworkProduction
- SkinFactor
- NewWellComPleted Datevs. Plan
- NewWell FirstProductionor InjectionDatevs' Plan
PlanningMetrics
- # of Wellsin Appraise,Select,Define,Execute
- # of Wells<90daysfromspudbut notyet if Defineor Execute
reportsand reviewmeetingsinclude:
Someof the key performance
r DailvDIMSReports
- A completedailyrecordof activityand costsof eachwell and rig
r DailvDIMSSummarv RePort
fromDIMSof eachwelland rig
- A summaryof dailyoperations

GoM D&C Operating Planl Local DocumontNumbet: 2200-T2-DM-MA-0001

Titl€ of Documont: OMS Manual
rtevtSton:
Authorny: Ksr'in Lacy
Custodian/Chrnen MarkWebster lssue Date: 11t112009
Next Rsview Date 1'U1t2010
RetontionCods: tu{A0000 (if aoplicable):
Sscurity Proiect Confidential Page: Page 33 of 73
Cbssification:
te you ale using the corcct revision'
BP-HZN-M8100193480
CONFIDENTIAL
HCG009-016549
 DailyOperations
Reviews
- Eachrig team(offshorerig leadership and Houston-based
engineering
and supportstaff)
reviewsoperationsand the fonrard plan
Key performancemeasuresare tracked
WeeklvOoerations Report
- Reportsweeklyoperational progress,fonvardplanand risks,planvs. actualtimegraph,
costs,and HSEmetrics
- UpdatedeveryWednesdayafiernoonand postedon the
D&CSharePointsite to be used
in the SPU LT Operations
Meetings
WeeklyRigCostMeetings
Houston-based engineering
and supportstaffand BP rig leadershipand rig clerkreview
costs to ensureaccuratereporting,discussissues,and look for opportunitiesto reduce
cost
Endof WellCompletionScorecard
- A standard completionscorecard has been developed to report
key performance
measuresat the endof eachwell
End of Well Drilling Scorecard (exists within Exploration;under developmentfor
Development)

Endof WellReportsand Ooerational PostWellReviews

- Thesereportsand reviewsare completedwithin60 days of eachdrilling,
completions,
and well interventionevent. The RecornmendedPracticefor theseis locatedon ttre Gottt
D&CSharePoint site
DrillinqandCompletionBenchmark Reports
- At the end of every drill and completionevent, a benchmarking
report is submifted
documentingkey performancemetrics and submittedto Ruihmore, an industry
benchmarking company.Resultsfrom the industrybenchmarking BP receivesback ai
well as informationfrom scout ticketsare used to establishbenchmarkdata on key
performancemetrics. Informationcan be found on benchmarking on the GoM D&C
SharePoint site

Title of Document: GoM u&(] Operaling Flan/ Local DocumentNumbor: 2200-T2-DM-MA4001

OMS Manual
Authoritv:J(avin Lacy f,lavi.im. 0
Custodian/Oryner: Mark Webster l*sue Date: 11t1t2otrJ
RetentionCodo: A/qA00O0 Next Review Date
{ff aoolicablel: 11tlt2010
Security
Classification: ProjectConfid€ntial Page: Page 34 of 73
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CONFIDENTIAL BP+|ZN-M8|00193481

HCG009016550
 . SupplierPerformanceScorecards
- At the end of everydrilland completion
event,a GWSIcontractorscorecardis completed
with key performance metrics. These are usedto do bi-annual reviews,and
contractor
can be accessedfrom:latestcontractorreviewpresentations(BPsecuresite)
. Long-TermPlan
- Eachsummera long-termplan (5 years)is workedprojectingactivity,costs,production,
and key D&C metrics. Thesemetricsare inputtedintoa Globalcommercial
personnel,
database- MIDAS
r GlobalForecastOutlooks(GFOs)
- ln November,a formalplan (GFG0) is set for the followingyearwhichsets the annual
plan for numberof wells deliveredand timing, costs, productionrates and timing,
throughoutthe year (about
personnel,and high leveloperationalmetrics. Periodically
every other month),the latestforecast(GFO update) is made trackingactualmetrics
versusGFO-Oand projectingthe GFO update. Thesemetricsare inputtedintoa Global
commercial database- IPMS. Supoortinq slidepackson GFO'soostedon the GoMD&C
SharePointsite
r MonthlvGoMD&CPerformance Scorecards
- GoMD&CPerformance Scorecards are completedmonthlyfor eachrig,asset,and GoM
SPU totals. Theseare largelyfocusedon reportingactualmetricsversiusthe GFO4
plan
r MonthlyGoMD&CCostReviewand Forecastmeetings
- Each monthupdatesare madeon actualspendin CAPEXand OPEXcategories,and
forecastsupdatedand comparedto the GFO{ plan. Meetingsare heldwitheachAsset
to reviewthe datra.discussissues,andtakeactionbasedon thedata
r ReviewMeetings
QuarterlyD&CFunctional
- Each quarter,GoM D&C leadershipparticipatesin globalfunctionalmeetings,which
reviewof keyhighlevelperformance
includea performance metrics
o AnnualGoMD&CLeadership TeamPerformance Review
- Each year the D&C leadershipplan will reviewperformanceand set key goals and
basedon the GFO{ planand an OMSreview
milestones

GoM D&GOperatingPlan/Local DocumentNumber: 2200.T2-DM-MA-0001

Title of Docum€nt: OMS Manual
Authoritv:Kovin Lacv F(eYlsKxt: o
Cu3todianrotvnen Mark Webster lssue Dale: 11t1t2009
Next Review Date
Retention Code: AAAOOOO (ff aoolicable): 1'U1t2014
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HCG009-016551
 6 Management
Reviewand lmprovement
6.1 GoMD&CManagement
Review
Thefollowingtableoutlinesthe variousGoMD&CLeadership
management
reviewmeetingsand
management information reviewed.

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5 o
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Frequency SPA o

Offshore
Pre-Tour 2ldav WSL X X
PreJob Daily WSL x X
CrewEngagement
(CWOP/DWOP, Tech Pre-Spud WTLMSL X X X
Limit)
AfterAction
Review/Lesson As Needed WTLMSL X X X X X X
Learned
Houston
DailyOperations Daily WTL X X X X
WellsTeamLeader 2/Month Ops Mqr X X
HSSESteering
Commiftee Bi-monthly HSSEMgr X X X
HSSEPerformance
Manaoement Bi-monthly WTL X X X
WSL HSSE
ConferenceCall
6 weeks Ops Mgr
HSSEStaff ?Month HSSEMor X X X X
AfterAction
Review/Lesson WTL
Learned
LT 2lMonth VP X X
PeopleForum Annual X
LT Awav Dav 2Nr VP

GoM D&C Operating Planl Local

Titlo of Document: DocumontNumber: 2200-T2-DM-MA-0001
OMS Manual
AuthOnty: Kevin Lacv 0
Custodian/Orvner: MarkWebster lssue Date: 11t1t2009
Next Review Date
Rstention Codoi AAA0000 (ff aoolicable): 11tlt2010
Security
Prolect Conlidential Page: Page 36 of 73
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HCG009-016552
 o g !
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5 o at
CL tt
Frequency SPA o

ELT 2D(r VP
1/Month VP X X X X
WellReview X
RiskReview llMonth Director
l/Month PS MqT X X
Cost Review
OMSSteeringTeam Monthlv PerfMqr X
DE TeamLeader 2/Month DE Mqr X X X x X X X X
2/Month CE MgT X X X X X X X X
CE Team Leader
Ops/Eng X X X X X X
Eng/Ops Weekly Mor
No DrlglCmpl 2/Month DE/CEMgrs X X X X
Surorises
LL Sharing ?Month Sr. DrlsEng x X X
Ad hoc VP X
Partners

6.1.1 Pre-TourMeetinq
The Rig LeadershipTeam convenesa twice per day meeting_where HSSE.and.,the
Drilling,-Completionor lnterventionPlan are the key focus. Measures, as described
aoove, are reviewed and actionsare taken to improve operatingefiiciencyand rwiew
unfavorable trends,with the expectationthatthoseaccountiablewill advisethe Rig Team
of the actionsbeingtakento improve.

6.1.2 Pre-JobMeetinq
Rig Team convenesa meetingbeforeeachjob where personalsafetyand tiask-at-hand
arJ tne key focus. Measures,Zs describedabove,are reviewedand actionsare tiakento
improveoperatingefficiencyandfocustaskand riskawareness, that
withthe expectation
those involved wiil committo operating and
efiiciently safely'

6.1.3 GrewEnqaqementMeetino
The WellsTeam Leader@nvenesa meetingbeforea single,or series,of well spuds
beginwhereHSSEand the Drilling,Completionor lntervention Plan are the key focus.
Melsures,as describedabove,are reviewedand actionsare takento improveoperating
thatthoseaccountable
trends,withthe expectation
and reviewunfavorable
efftciency will

GoM D&COperatingPlan/Local Documonll{umbel: 2200-T2-DM-MA-0001

Title of Document: OMSManual
Authority: Kevin Lacy Revasion: o
Custodianl(hvnen MarkWebster ls3ue Date; 11t11200s
Next Rovisw Date 11t1t2010
Retention Codc: AAAOOOO (if aoolicable):
Socurity ProiectCon{idential Page: Page 37 of 73
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CONFIDENTIAL
BP+|ZN-M8100193484

HCG009'016553
 advisethe group of the actionsbeingtaken to improve,and commitmentsmade
to
operateefficiently
andsafely.

6.1.4 AfterAction ReviedLesson LeamedMeetinq(Riq sitel

The WellsTeam Leaderconvenesan end of hole sectionmeetingwhere results
and
future improvementsare the key focus. Measures,as describedibove, are revLweo
and actions are taken to improvefuture operatingefficiencyand review unfavorable
trends,with the expectation
that thoseaccountablewill advisethe groupof the actions
beingtakento improve.

6.1.5 DailvOperationsMeetinq
The Rig LeadershipTeam convenesa once per day meetingvia teleconwith the rig
where HSSE and the Drilling,Completionor InterventionFlan are the key focus.
Measures,as describedabove,are reviewedand actionsare takento improveoi"r"ting
efficiencyand reviewunfavorabletrends,withthe expectation
thatthoseaccountable
will
advisethe groupof the actionsbeingtakento improve.

6.1.6 WellsTeamLeaderMeetino
The Wells OperationsManagersconvenea twice per week meetingwith WellsTeam
Leaderswhere sharingresultsand improvements are the key focls. Msasures,as
describedabove,are reviewedand actionsare takento improveoperatingefficiencyand
reviewunfavorabletrends,with the expectationthat thoseaccountable will advisl the
groupof the actionsbeingtakento improve.

6.1.7 HSSESteerinqGommitteeMeetinq
HSSEManagerconvenesa HSSESteeringCommitteeMeetingon a bi-monthlybasis.
The commifteeis accountable for executionand monitoringth-eD&C HSSE AgenOa.
They are also the goveming body that approvesHSSE activitiesand init-iatives
associatedwith the Drillingand Completionsorganization. The steeringcommifteeis
comprisedof the DrillingOperationsManagers,DrillingHSSE Manager;D&C Director
and seniorrepresentatives from the drillingcontractors.
Mvisory meribersalso include
the D&CVP andthe SPUHSSEDirec{or.

6.1.8 HSSEPerformanceManaqement
Meefinq
A nominatedWellsTeamLeaderconvenesa HSSEPerformance ReviewMeetingthat is
held bi-monthly,the week followingthe D&C HSSESteeringCommitteemeetiig. The
focus of this meetingis to reviewcunentHSSE performance, HSSEAgendaAllivery
items and to providecontexton currentevents.Attendeesfor this revijw includethe
SteeringCommitteeMembers,WellsTeam Leaders,Office HSSEstaff, WSLs (that are
in the ofiice),andthe drillingcontractor
rig managers.

Tille of Document: GoM D&C Operating Plan/ Local DocumanlNumbor: 2200-T2-OM-MA-0001

OMS Manual
Authority: Kevin Lacv Revlsion: o
Custodian/olyner: MarkWebster lssue Dato: 11/U2009
RetentionCode: AAAo000 Nexl Review Date
fif aoolicablel:
11t1t2010
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Proiect Confid€ntial Page; Page 38 of 73
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CONFIDENTIAL BP-HZN-M8|00193485

HCGO09-0't6554
 6.1.9 Well Site LeaderHSSEConferenceGall
A Wells OperationsManagerconvenesa Well Site Leaderconferencecall every six
weeks.The intentof thesesessionsis to engagethe field,sharelessonsand discuss
currentevents.Themeswill be developedfor eachsessionby the SteeringCommiftee.
The intentof thesesessionsis for the fieldto relayissuesin theiroperationsandfor them
to tell Houstonwhattheyneedto helpthemdo theirjobs moreeffectively. Attendance for
theseconference callswill be the WSLs, Field HSSE stafi,rig OIM and those involvedin
the HSSEperformance reviewmeetings.

6.1.10HSSEStaff Meetino
The HSSE Managerconvenssa staff meetingwith the HoustonOfficeHSSEstiaffon a
bi-weeklybasis.The meetingpurposeis to delivercontext,discussupcominginitiatives
and raisecurrentHSSEissues.

6.1.11After Action Reviedlesson LeamedMeetinq(Townl

The Rig Leadership Teamconvenesan end of hole sectionmeetingwhereresultsand
future improvementsare the key focus. Measures,as describedabove, are reviewed
and actions are taken to improvefuture operatingefficienry and review unfavorable
that thoseaccountable
trends,with the expectation will advisethe groupof the actions
beingtakento improve.

6.1.12LTMeetino
The D&C LeadershipTeam convenesa meeting twice per month to review the LT
CollectivePrioritiesand discuss LT actions to progresstheir agenda and well as
reviewing timing.
financialsat appropriate

6.1.13D&CPeopleForum
The D&C LeadershipTeam convenesannually,usuallyover multipledays, to discuss
various issues related to D&C leaders and staff successionplanning,employee
satisfactionsurveys,performanceand salary management, organizationalissues,HR
policies,etc. These are facilitatedby the HR function,with decisionstaken that are
implemented by HR or variousleadersacrossD&C includingthe SegmentD&C Director
Capability
of Organizational (fordevelopment and succession planningpurposes).

6.1.14LTAwavDav
The D&CLeadershipTeamsetstime asidetwicea year to assessprogress,and redefine
the collectivepriorities.This sessionprovidesan opportunityto problemsolve and
considercontinuous improvement and simplification and the
for themselves
opportunities
organization.

GoM D&COperatingPlan/Local Documentt{umbor: 220G.T2-DM-MA-000'r

Titlo of Document:
OMS Manual
AuthornY: Kevin Lacv Ravasion: 0
CustodianlGlvYnen MarkWebster l3suo Dalc: 11t1t2o,o,9
Noxt Roviow Date 11t1t2010
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CONFIDENTIAL BP+|ZN-M8|00193486

l{ccm9-016555
 6.1.15ELTMeetinq
The D&C ExtendedLeadershipTeam meetstwiceannuallyto providecontexton the
collectiveprioritiesfor the coming period. This group consistsof the entire D&C
Leadership Team,theirdirectreports,andotherkeyAssetand Functionleadersfromthe
business.Participants havestrongerclarityon performance
expectations,
accountability
and their role in implementingthe BP LeadershipFramework.Leadersutilize this
informationto defineactionsfor thefuture.

6.1.16We!|
Review
SPU Leadershipmeetsmonthlyto jointlyreviewall Wells activitiesand move specific
wellsthroughvariousstagegates. Thiswill alsoincludea Rig schedulereview.

6.1.17Risk Review
This entailsa reviewof D&C risksas set forth in the D&C Risk ManagementPractice
beingdeveloped.

6.1.18Gost ReviewMeetinq
This is a monthlyreviewof D&C cost. The D&C P&O budgetls reviewedat each GFO
with the Headof Finance- GoM Functionsand the VP D&C. Additionally,
P&O reports
are set out to the respective
BudgetResponsible
Owner(BRO)ona monthlybasis.

6.1.19OMSSteerinqTeamMeetlnqs
The D&C OMS SteeringTeam meets on a monthlybasis to providedirectionfor
implementation.Progresson the overallOMS plan and D&C high prioritygap closure
plans are reviewedin this meeting. As D&C transitionsto OMS post MoC, this will
becomepartof D&CLT meetings.

6.1.20DE TeamLeaderMeetinq
DrillingEngineering
Staffmeeting.

6.1.21GETeamLeaderMeetinq
Completions
Engineering
Stafimeeting.

6.1.22Enqineerinq/Operations
Meetinq
Leadership
TeamMeetingfor Engineering
and Operations.

(joM U&U Operating Planl Local

Title of Document: DocumenlNumber: 2200-T2-DM-MA-0001
OMS Manual
Authority: Kevin Lacv o
Custodian/Grner: MarkWebster lssue Dale: 11tlt200,e
RotentaonCode: AAAOOOO Next Review Date
(if aoplicable): 11t1t2010
r'ocumy
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CONFIDENTIAL BP-HZN-M8t00193487

HCG009-016556
 Surprises
6.1.23No Drillinq/Completion
The D&C Engineeringmanagersmeet with the Subsurfaceand Wells team twice per
monthto reviewjointissuesanddiscussmethodsto reduceNon-Productive
Time.

6.1.24LessonsLearnedSharinq
Openmeetingfor all D&C;meetstwiceper monthto reviewprogresson wellsand share
intowelland rig operationplans.
lessonslearnedduringactivitiesfor integration

6.1.25PartnerMeetinq
Variousmeetingsare held to reviewAsset and D&C issueswith coownerson an as
neededbasis.

GoM D&C Operating Plan/ Local

Title sf Document: DocumenlNumber: 2200-T2-DM-MA-0001
OMS Manual
Autholitv; Kevin Lacv Revisiorl 0
CustodianrOrYnor: MarkWebster Drla: 11t1t2009
Noxt Rsviow Date
Rstention Codo: AAAOOOO fif aoolicablel: 11t1t2010
J€CUfiy
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HCG009-016557
 AppendlxA: GoMD&CEvidencelnventory:"TheWayWeWork"
The followingdescribesthe processes/practicesin placethat conformto the 48 OMS Version2
Sub-Elements, their Group Essantialsand E&P SegmantRequiremenband Recommendations.

pt
Whife comprehensive,thrs is not an exhaustivelist. Many of the proessedpracticesoudined
belor stem from the Group and/orSPU level mandates. Also shown below are the individual
positions in the Drilling and Completions
organizationaccountablefor that Sub-Element.
1. Leadership
2. Organization
3. Risk
4. Procedures
5. Assets
6. Optimization
7. Privilegeto Operate
8. Results

ElementI - Leaderohlp
Principle: Our operating baders are amptent,
exhibit visible, purposefulaN systematicleader*ip
and are respectedby the organizationsthey lead.

E
BP operatingleaders
providecleardirectionto
the peoplein their
organizationand then act
in accordancewith it.
GoMD&CVisionStaternentwithValues
BusinessPlanupdatedannually
p and Individual Performance
Leadershi
HSEAnnualPlan
GoM D&CPeopleAgenda
Contracts
Vica President

t
lu'*""I
Il
DCLTCollectivePriorities
DWOPand ETPs
ComplianceManagementSystem
BP EngineeringAuthoritiasManageGDP
Compliance
APDandAPMApprovalby MMS
SafePracticesManual/Bridging Documents

!l
EMS
AFEs
DecisionSupportPackages
B€
StagaGate Reviews
MajorAccidentRiskMitigationPlanswith VP
Sign€fi

I
TechLimitProcess

r,ro|i,|u6u uperarng |,|an, Local

Tifc of Document: Ilocumcnt l{umb.n 2200-T2-DM-MA4001
OMS Manual
Authorltv: Kevin Lacv o

ol
Mark Webster lssu. IlaL: fihl?oo,J

=
lrall ttavtfl utr
Rot ntbnCod.: Ar/qiA0000 11tltzJ10
fif .DdicibL):
S.curtty
Cbrillcetlon: Pn{ect Confrdentbl P.gc: Page42of73
Wemlno: Ghccl DfY Dcr raybion to aniura you anaurino tha cofiact rovirlon
CONFIDENNAL BP+rz.*B':ffi
I
 . 360 FeedbackforLeaders
. ZoomerangSurveysand PAS

OperatingStrategy- BP . SPURiskManagement Policy

leadersintegrate
operatingactivitiesinto
businessstrategies and
objectiveto deliver
continuousrisk reduction
and performance
r GoMD&CRiskManagement Plan
. SPU BusinessStrategy
. DeepwaterOperators'GroupMeeting
o RushmoreExtemalBenchmarking
r TeamlinkedintoMMSfocus
Regulatory

Planningand Controls- rBB

BP leadersformulate o AnnualPlanningProcess
annualplansalignedto o GoM D&CVP AnnualContractformsthe basisof
the localoperatingpolicy AnnualPlan
to addressrisks, r AnnualTransformation
performancedeliveryand AgendaincorporatesHSE,
performance WellControl,etc.
improvement . RigSchedule
and
opportunities, r GFO Process
establishcontrolsto o Ops LessonsLearnedmeeting
deliverintended o WeeklySPU LT Ops meetings
outcomes. o MonthlyScorecards

Rig Schedula
lmplementation- BP ResourcePlan
leadersprovidesufiicient LTP
resourcesto manage
risksanddeliver GFOUpdates
performance IndividualPerformanceObjec{ives
improvement, andapply InterfacethroughSDDNAnnually
controlmechanismsto PerformanceScorecardson all metrics
identif, and conect Resourcing rigs,monies)is
Model(people,
deviations fromthe appliedagainstscheduleso thatgapsare
annualplan. identifiedand corrected
WeeklyOps meetings
DailyRig calls
StageGatemeetings
LongLeadForecastmeetings
RigSchedulemeetings
ProjectTeammeetings

Accountabiltty - BP r GoMD&CEngineering Authorities

operatingleaderscreate . (extemalto
andMarineAuthorities
Engineering
and supportclear

GoM D&COperatingPlan/Local
Tillo of Document: OMS Manual DocumenlNumber: 220S.T2-DM-MA-0001
Authoritv: K6vin Lacv Revl3ion: o
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ltcc009.0't6559
 delegationand . AnnualEngineering Planheldby SPU EA
accountability
consistent o EAs'ownimplementation of ETPs
with BP requirements. o ETPsareauditableat Grouplevel
o Dispensations anddesignapprovalthroughGoM
D&C EAswith endorsement of TechnicalStrategy
o Marineand RiserAssuranoe plansfor rigs
r RACI
. DOA
r lndividualPerformanceContracts
o Semi-Annual Performance reviews
Communicationand QuarterlyTownhallswith all stafi Technology
Engagement- BP PeriodicLT and ELToffsitemeetings,wherein Manager
leaders,throughtheir performanceis reviewed
actionsandbehaviors,
Quarterlynewsletterincludesperformance
createan environment in
highlights
whichthe worKorceare
informed,involvedand Performance Agenda,whichis alignedwith
enabledto do theirjobs. scorecardsfor Assets,SPU and wells,is provided
weekly/monthly viaemailandvia portal
Compliance AuditandannualEthicsCertification
includesCodeof Conductdiscussion
Gifi Register
STOPCards
soc
HR'spoliciesand procedures
Semi-ann ualPerformance Reviews
PerformancelmprovementProcessis
implemented whereneeded
360 Feedbackfor leaders
CompetencyFrameworks
CareerAtlasesby discipline
Rewardprocessassessesperformance,e.9.,
Spot BonusProgram
Recognitionevents
SPUand GoMD&CLT communicate and adhere
to the policyof no tolerationof retaliatoryaction
for reportingissues(HRmonitorsandwill
objectivelyfollow-upon any breaches)
D&lAgenda/People Agendasetstone
OpenTalkprogramis available/in-place
GoMD&Cperformsan annualanonymous
Zoomerangsurvey;resultsare postedon
SharePoint site

Title of Document: GoM D&C Operating Plan/ Local DocumonlNumber: 2200-T2-DM-MA-0001

OMS Manual
Authoritv: Kevin Lacv RCVaSlon: 0
Custodian/€hYnen MarkWebster lssue Oate: 11t1t20sJ
RetentaonCodo: A/q40000 Nsrt Reviow Oate
(ff aoolicable): 11t1t2010
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HCG009-016560
 . After-ActionReviews
r Risk Reductionand Performancelmprovement
OpportunitY discussions
r PeerAssistdPeerReviews
r HMIDs
r BtB Process
o 'BP's BehavioralExpectations" brochure
discusses behaviorsfor receivingfeedbackabout
managementstYle

Culture - BP leaders BP Leadership Model HR Advisor

take actionto develoP
and maintaina culture
and behaviorsthatenable
safe,responsible and
reliableoperations.
BehavioralExpectationsbrochure
Performance Management Process,including
mid-yearandannualdiscussions
a 360 Feedback
a CareerAtlases
a CompetencyFramework
a SDDM
a PDP reviewsandfeedbackfor individuals
a Succession Planning
a Safe$ stianddowns
a Stopthe Job
a Townhalls
a Rewardprocessesin Place
o Quarterlytelecomsfrom Andy Inglis
a GoMD&CVisionStatement
a PASPulseChecks
a Zoomerang
a Yearlyintervalof Codeof ConducUEthics
Certification
PeopleAgenda
Lacy breaKastor lunchwith employees
SafetyPulseChecks
SOCtrendingto assessculture
Bi-weeklymeetingswith rig from ofiiceto discuss

GoM D&C Operating Planl Local lrocumenl l{umber: 2200-T2-DM-MA-0001

Titlo of Documont: OMS Manual
Authority: Kevin Lacy Ravasaofl: o
Custodian Otflner: MarkWebster lsrue Dale: 11t1t200f,
ilert Review Datc 11t112010
Rotontion Codo: tu440000 lif .oolicable):
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CONFIDENTIAL BP+lZN-lt8100193.[92
r.EG009'016561
 Element2 - Organization
Principle: We have fit for purposeand agile organizations staffedwith competent peopte
and
competentlearns.

- BP entitiesestablish
GoMD&COrganization Transition Whitepaper,
the 'Way We Work"document, 2008(to be Engineering
organizationsthatallow replacedwith LOMSHandbook) Manager
themto delivertheir
plannedbusiness Organizational MoCs
objectiveseffectively R&R 1-pagers
throughthedeployment RACIchartfor all in neworganization
of competentpeopleand GoMD&CRiskManagement Plan
adequateresources. WellsAdvisoryMeeting(WAM
Engineering/Tech nicalAuthorities
MCPChas mandatory reviewsat segmentlevel
throughDiscipline VPs on Cat. 1 projectsandself-
verificationon Cat.2 projects
AnnualWellsMgrs.meetingsand bi+nonthly
teleconferences
Organizational structurew/ engineermgrsand
operations mgrsprovidesindependent risk
verification
Clearaccountability existswithOpsManagersto
managerig contractors
Ops managersand TLs in ofiicemanageoffice-
basedcontractors
PSCM
Functionalreviews
Peopleand e Functional organization andthe existence of a Performance
Gompetence- BP healthycontractpopulation arehugelyhelpfulin Manager
entitiesdeployand managinguncertainty in strategicbusinessplans
maintaincompetent o LTPincludesPeopleForecastpopulated
employeeswith in the
RPD,refreshedannually
appropriatequalifications,
r Managedmoveprocesswithinfunctionsupported
skillsandknowledge for
rolesthatimpactintegrity by DoC
andoperating r PDPsinformcandidatepool
performance and to meet o The "WayWe Work"documentaddresses
currentandfuture organization(to be replacedwith LOMS
businessneeds. Handbook)
r Sr. WellSiteLeadercompetencies defined
o Competency On Line
o Challenger processrobustthroughDAPS

r WellSiteLeadersof the Futureprogramis robust,

fitle of Document: GoM D&C Operating Plan/ Local Documentl{umber: 2200-T2-DM-MA-0001

OMS Manual
Authoritv: Kevin Lacv Revi3ion: o
Custodian/Onnen MarkWebster lgcue Date: 11n/2A09
RetontionCode: AAAOOOO naelrxovtew uate
(if applicable): 11t1t2010
Security
Classification: Project Confidential Page: Page 46 of 73
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HCG009-016562
 WA identiflesandtracksindividuals'training
status
Performance Appraisals donesemi-annually
Productionmaps, trainingcatalogs
TeamLeadersattend Managing Essentials
CareerAtlas
OpenPDPdiscussions withDoG,HR' LT
involvement
Offshorerigs and facilitieshaverigorousinduction
in place
New EmployeeInductionProcessat Westlake
Experiencedhiresgo through"DiscoverBP"
program
Visitorsto be escortedwhilein building
STOP.SOC usedat ofiice
PerformanceManagementprocessesin place
and adheredto
SDDMensuresthe BusinessPerformance
Management of people,succession planning'
employing and developing staff PDPs)
(includes

Operating DisciPline- SPMControlof WorkCl.L discussesstopwork

BP entityleadersholdthe
worKorceaccountablefor
performingtheirwork in
accordancewith
operatingproceduresand
practices.
authori$
Short-serviceemployeetraininghas an elementof
StopWorkAuthori$
Drillingcontracbrscore managementsystems
mandateto stoPthe job if unsafe
"Stopthe Job"issuesare reviewedat safety
meetings,recognizing individualsfor takingthe
timeto stop unsafework
Bridgingdocuments for SPM
DailyOperationsrig calls
STOPcardobservationprocessin place(office)
Godeof Conduct
AnnualCodeof EthicsCertification
Contractlanguagerequirescontractemployeesto
followall lawsandcompanypolicies
Rig meetings/reviews includeconsequences of
noncompliance

lncludedin offshoreorientationprogram
(onboarding; BP licenseto go offshoreprogram)

GoM D&COperatingPlan/Local Docrment l{umber: 2200-T2-DM-MA-0001

Titlo of Documont: OMS Menual
Authoritv: Kevin Lacv m: o
MarkW€bster lssua Data: 11t11200f,
CustodianlOrvnen
Nort Roview Date 111112010
Retontion Code: A/qAOOO0 lit aoDlicablel:

SocuritY Prqect Confdential Page: Page47 of 73

Clacrlflcstbn:
kmino: Check Oll Oocs revision to ensute you are using the corract revisaon'
BP+rZN-l|8100193494
CONFIDENTIAL
HCG009.016583
 . GoMD&CHSSEself-assessments
o SOC
r PeriodicCPETaudits
o "Compliance Minute'featuredon whiteboard on
rig
o MMS,USCGaudits
o S&Oaudits
r GroupDefinedPracticeaudits
r GoMD&CfollowsProgressivediscipline
r JSEA,OperatinqProcedures
OrganizationalLearning Bi-weeklyBarnyard,and Teammeetings Completions
- BP entitiescontinuously
WellSiteLeadermeetings Engineering
improvetheirlocalOMS, Manager
bothsharingand AnnualContractor HSEmeetings
incorporatinglearnings Engineermobilitybetweenteams
fromwithinandoutside WellsManagersTelecom
theentityor BP Group. Semi-weekly Ops meetings
GoM D&Cnetworksconnectedwith lessons
sharinggloballythroughComEx Network
HSSEreportsanddistribution, e.g.,GoMLL
sharing
Bi-monthly HSEperformance reviewswithdrilling
contractors
PostWell ReviewRecommended practicethat
capturesvariancesand LessonsLearned
TeamLink is usedas a GoM D&Cstandardtool
for capturingLessonsLearned
TechnicalLimitprocessand workshopsare partof
the standardD&CBtB process
PWR: D&Cfunctionusingglobalbenchmarks
(days/10K, day/completion);
Interventionuses
WETS
PurpleBookis a performancebenchmarking book
DWOG,CWOG
RushmoreBenchmarking
Embedding HSSELessonsLearnedprocess
Globalhigh-value HSSElearnings

Title of Document: GoM D&COperatingPlan/Local DocumentNumber: 220GT2-DM-MA-0001

OMSManual
Kevin Lacy Rovi3ion: U
Cuslodian/Olvner: MarkWebster lssue Date: 11t1t2009
Retention Code: A/M0000 l{ort Roviow Date
(if applicable): 11t1t2010
Slecurityr
Claisificetion: ProjectConfid€ntial Page: Page48 of 73
Waming: Check DW Docs rerisaon to e
CONFIDENTIAL
BP+|ZN-M8|00193495

HCG009416564
 Working with
Gontractorc - BP
entitiessystematically
assurethat goods,
equipmentand services
providedby suppliers,
contractorsand other
partiesmeetcontractual
and BP requiremenls.
GoM D&COp€retingPlan/Local
Tiilo of Documont:
OMS Manual
AuthoritY: K€vin Lacv
Custodirn Clwn€n Mark Websler
Rctinlion Codo: AlatAOOO0
Security
Clrs3ificetion: PrciectConfkt€nthl
Wamano:Chect DW Da3 rryision to err3ure vou anr uino thr correct revbion.
CONFIDENTIAL
EmployeeRolesand Responsibilities documents RigsandWells
for PSCMand GoM D&C personnel Services
PSCMContractSpecialist Assignment Manager
SomeGoM D&Csubsectorspecialistsare
assigned
SupplierBusinessPlans(underdevelopment)
GoMD&CSharePoint Siteon Well
Services/PSCM (ContractBriefings)
NAWSMastercontract- see Section2, General
Conditionsof Contract,Definitions(responsibilities
delineated).NAWSProjectRFPs(T&Cs,Scope
of Workdoorments)and Bid EvaluationSheets
Via CPET,Contractor'sindustryand BP GoM
TRIRare reviewedto compareto minimum
thresholds.AdditionalHSSErequirements,those
that applydue to scopeof work,are acceptedby
contractorby initialingnextto that specificHSSE
requirement.CVsof Contractorsare reviewed.
Underthe auditclausein BP'sMSA,companycan
request,inspect,andauditfinancialinformation,
technicaI documents,performance records,etc.
Thereare specifictrainingrequirements for
specificrequiredtraining,trackedby Operations
personnelandWA. HSSERequirements
ContractExhibitstratesthat contractorsmustmeet
HSSErequirements and contractor shallensurc
that any subcontractorit employsalso meetthese
requirements.Contractstrackedvia red-yellow-
greensystem,and monthlyreporb are generated
for PSCMleadership.Periodicreviewsby CPET
arevia HSSEauditson a three-yearcycleand a
twelve-monthcyclewhenthereare auditfindings
that needto be followedto closure.Audit report
checksto ensurethat contractoris communicating
HSSErequirements to employeesand to
subcontractor employees.
Samplingof contractortrainingrecordsis takento
verifythat requiredtrainingis takingplaceto
completecompetencies.
Audit reportgradingscalerangesfrom 1 to 5
(5 beingthe bestscore),andauditreportand
findingsare presentedat CPETmeetingsthat are
attendedby personnelfromOperations,PSCM
and HSSE. Safetyperformanceis reviewed
weeklyby CPETto see if any contractorshave
lrocument Number: 2200-T2-DM-MA-0001
Ravl3ion: o
lssua Data: 1tltz{J{x,
llert Reviow Datc
fif aoolicablrl: 11ntzJ10
Page: Page49 of 73
BP+tZN{t8t00193496
FrcG009{16565
 announcements. Basedon auditresults,TRIR
safetyperformanceand SectorLeaderinput,a
HSSEstatusis assignedto the contractor that
wasaudited.
BP leadinterviewsof potentialcontractors
Contractors are explainedthe HSSErequirements
beforeexecutionof contracts
DrillingContractors' HSSESteeringCommittee
managesongoingHSE performanceof operations
BP'sCodeof Conductis appliedwhichcovers:
health,safety,securityandthe environment;
employees; businesspartners;governments and
communities; companyassetsandfinancial
integrity
SPM
GWS|Scorecards
Semi-ann ual PerformanceRaviews
Scopeof Workis ratedto determinelevelof risk
thatis beingcreated
JointBusinessPlansaddressHSSE
Requirements/Goals
Bridgingdocumenbestablished withdrilling
contractors thatdefinewhichrequirements apply
(BP'sor contractor's)
BP - Licenseto go offshore(6-in-1),TWICand
Safe.Gulfrequiredfor all,and screenedfor at
helibase
WellsTearnLeadersand BP fieldpersonnel
monitorcontractoremployeeworksafetyactivity
Facili$(onsite)induction
DWOPsand CWOPspriorto project
lmplernent lM Accountabilityin Contractper
Section5, rev. D document
CurrentlyholdPerformanceReviewstwicea year;
Doneintentionally for 80%of our spend
UtilizeGWSIscorecardsystemto providejob
performance feedbackfor localand Global
reviews

GoM D&C Operating Plan/ Local

Titlo of Document: (1MS Manrral
DocumontNumber: 2200-T2-DM-MA-0001
Authodtv: Kevin Lacv Raviiion: o
Custodian/Orrnen MarkWebster lssua Oate: 11t112009
Hert Revierv Date
Retention Code: A/AA00O0
fif aoolicablel:
11t1t2010
Security
PmjectCorfidential Page: Page 50 of 73
Cla33ificalion:
Waminq: CheckDW DoGsrevisaonto ensure you anr uinq the conoct revil3aon.
CONFIDENTIAL BP-HZN-it8r00193497

HCGmg-o16566
 Element3 - Rlek
principte: Theworl<forceat att levetsof our organizationunderstandsand managesoperating isk
to prcvent accidentsand harm to people,to reducedamage to the environmentand to achieve
com petitivepertormance.

3.1 Risk Assessment & RiskregistersproducedeitherusingBP-RATor Director

tanagement- BP usingone of a numberof differentExcel-based
entitiesassess,prioritize spreaGheets(Registersincluderisksassociated
and manageoperating with operatingperformance,risk reduction
risksconsistentwith BP measuresand pre-responseimpactsand
requirements. probabilities for eachidentifiedrisk; some
registersalso includepost-response impacts;
registersare updatedregularlyby the teamsand
partof the CVPstagegate processwith the
processfacilitatedby the commonpro@ss
coordinators
Annualreportingto Londonby SPU- GoM D&C
feedsthat reporting
SPUMajorRiskManagement PolicY
Communication of risk reductionmeasuresis
achievedthrougha numberof methodsranging
fromstragegatemeetingsduringthe planning
process,regularprojecttearnmeetings,and one-
on{ne meetingsbetweenthe risk championand
the risk owner,to sendingout risk updatesto the
teams
BowTieshavebeenusedto communicateMAR
risksto the drillingcontractoroperatingthe rigs on
BP platforms
RootCauseFailureAnalysis- puttingstandards
aroundrisks(e.9.,lessonslearnedone-pagers;
incidentreports;ad hoctask groups;RCFAS)
Gap assessmentresultsidentifiedagainstthe
entityrequirementsare capturedand recordedin
LessonsLearnedsessions.Theselessonsare
incorporatedintothe futureprojectphasesby
updatingexistingplans,procedures or equipment
requirements or they are incorporatedinto new
pro.iectsrightaway
Teamlink
BE, MPcparetwo mainprocedures usedwithin
eachGoM D&Cteam to identiff,assessand
manaoeooeratinorisk

GoM D&C OperatingPlanl Local Ilocumont Number: 2200-T2-DM-MA-0001

Title of Documcnt: OMS Merual
Autl|qltY: Kevin Lscv Rovision: o
Mark Webster lscue Dale: 11t1t20W
llert Raviail DatG
Rotrnlion Godo: AAAO(nO (lf eodicablc): 11t112010
Sa6Nrrity Page: Page 51 of 73
Pniect Conlklenfnl
Ctrrslfledbn:
Wlmlno: Ch.dr Dl Doca nvialo.i to an3rtra you ana uCno tha cofiact rc\rBion.
CONFIDENTIAL BP+|ZN{8100193498

r'tcc009-016567
 PersonalSaiety - BF
entitiesprovidea safe
workingenvironment by
systernaticallyidentifying
andassessing safety
hazardsandmitigating
potentialrisksto people.
entitiesmanagethe
integrityof hazardous
operatingsystemsand
processes by applying
gooddesignprinciples,
engineering and
operationpracticeswhich
preventand control
incidentsthathavethe
Rig-based operations followthedrilling HSSEManager
contractors'safetymanagementsystemwhichis
bridgedto the GoMSafePracticesManual(SPM)
and safetyrequirements of DWOP
Contractorshaveriskassessmentprocess
proceduresthat are tieredaccordingto riskof the
operation
lnterventionoperations usethe policiesand
procedures withinthe SPMand safety
requirements of DWOP
A self-verificationprocessis in placeto assess
contractors' compliance withtheirmanagement
systemandthe additional requirements mandated
in the bridgingdocument
"8 GoldenRules"arevisibleat rig and at safe$
meetings
JSEASor equivalent- contractorsand BP each
haveprocess
'HazardHunt"processeson rigs
Somerigs use safetycommitteeswith broad
representation
Localand externalLessonsLearnedare reviewed
duringweeklysafe$ meetings
Eachdrillingoperationhasa behavioral{ased
safetyprocessestablished- Observations are
documented, actionsare actedon and trending
established
BP personnel on drillingrigsusethe BP Safety
ObservationConversationprocess-
Observation/conversation are inputintoTr@ction,
trendsare reviewed
Quarterly, a GoM-wideanalysiswithactionsis
sharedwithGoMD&Cleadership
Fieldand HSSEadvisorsare trainedas SOC
coaches
o GoM D&Cusesthe GoM MajorHazard& Risk Rigsand
MgmtPolicyand the SPUseffortsin PS Operations/lM
identification,
classification,and mitigation Assurance
r GoMD&CalsousesMPcpand BtBcpguidelines Manager
to govemrisk reviews;however,both processes
havedifferentmatrices
r BP-MT is plannedfor entityuse and process
simplification
r RPsexistin theformof WellControlManual.Safe
PracticesManual,SafeLiftinqGuidelines, etc.

Title of Documem: GioM udu uperartng Pkm/ Local Ilocument Number: 2200-T2-OM-MA-0001
OMS Manual
AuthotltY: Kevin Lacv o
MarkWebster lssue Date: 11t1l2o0,s
Nort Reviow Dat
Retention Code: AAAOOOO lif ro6licablal:
11t',u2010
SecuriBr
ProiectConlidential Page: Page 52 of 73
Cla$illcation:
Wamino: Gheck DW Docs rcvision to ensrre vou anr usino the cofiect revkion.
CONFIDENTIAL BP+|ZN-Irr8r00193499
HCG009-016568
 . CasingDesignManual
hazardousmaterialsor . IntegrityMgmtbook
energy.Suchincidents r BP FLUXGuidelines
can causetoxic effects, r Controlof Worl</Contractors' Controlof Work
fire or explosionand
resultin. OpenWaterLiftGuidelines
couldultimatelY
seriousinjuries, o ProcessSafetyDefinitionfor D&C
environmental imPact, r SPU MAR assessmentsidentifiedlossof well
propertydamageand lost controland droppedobjectinfrastructure damage;
production. thesewere includedin the SPU registerand MAR
roll-upto Segmentand Group;havean agreed
Risk MitigationPlanin placefor LoWC,havean
AssetRMP in placefor the TH (dueto high risk)
for damageto infrastructure by droppedobjects
o Two EngineeringAuthorities
r Technical(Seqment)Advisors
EmployeeHealthRiskand ExposureAssessment HSSEManager
Hygiene- BP entities Plan
managetheirbusinessto lH/HealthProceduresin Safe PracticesManual
preventharmto the AnnualHealthMaP exercise
healthof employees, Bridgingdocumenb
contractors,visitorsand
Representative Well Site Leaderparticipationin
neighborsin local
HealthMap workshoP
communities.
Workstationergonomicassessmentis partof the
Plan;managedbYWL campusProgram
CertlfiedIndustrialHygieniston stafi
Fit for Duty Programfor offshorepositions
U.S.DrugandAlcoholPolicY
GoMDrugandAlcoholPolicY
EmployeeAssistanceProgram
DOT-compliant D&A Programs
USCG compliantD&A Programs
BPhitWellnessProgramconductedfor all
employeeson BP-ownedsites
CaseManagementProcess
WestlakeWellnessCenter
GroupHealth& HYgieneSYstem
SafePracticesManual

EmployeeHealthRiskand ExposureAssessment
Plan
Handlingof RadioactiveSourcesProtection
Program

GoM DECOperatingPlan/Local Documenll{umber: 2200-T2-DM-MA-0001

Tillc of Documcnt: oMS Manual
Autlrorlty: K€vin Lacv ll.vIsim: o
Mark Webster lssue Date: 1111l2orlfJ
Next R.vicw Od. 11t112010
R.tcntbn Cd.: AAAOOOO (if apdicabh):
Socutity P(i€ct Confidential Page: Pago 53 of 73
Clrsrillcatbn:
u are using the correct levi3ion'
CONFIDENTIAL BP+|ZN-M8100193500

HCG009-016569
 HearingConservationProgram
PotableWaterProcedure
RespiratoryProtectionProgram
BloodbornePathogensExposureControlplan
Sewageand BlackwaterTreatmentprocedure
BenzeneProgram
BP-ownedrigsincludelH monitoring for all rig
employees; MODUsconductperiodicmonitoring
on an ad hocbasis
Onshoreusesthe Westlakeergonomicprogram
Occupational ExposureLimits
Auditsperformedeverythreeyearsutilizing
quantitativemonitoring;Additional ad hoc
requests(as needed)
Exposureresultsare maintained in GlobalHealth
and HygieneSystemandfilingsystem
Traction
Medicalstaffnotified(lncidentNotificationplan)
Pulmonary FunctionTesting
EmergencyEvacuationPlan (offshore)
Rig Medics
BPhitwellnessprogramfor all ofishoreand
onshorepersonnel
Mediccollectsonboarding medicalinformation per
Medicines and ReportingPolicy
WellnessNewsletter - BPhitnewsletter
Security- BPentitiesput r GSRAnnualAssessment to identiffrisksand HSSEManager
processesin placeto providea processfor risk mitigation
maintainthesecurityof o BP SecurityComplianceProgrammeetsMTSA
the worKorce,premises regulatory requirements,witha $year
facilities,
equipment
and' assessmenUupdate cycle
information. r CodeofConduct
o OpenTalk
r FraudReportingSystem
o GoMSPUGSRAssessment andSMPcompleted
2007t8
o Transportation WorkerldentificationCredential
compliance on applicablesites
o FacilitySecurityPlans(FSP)as required(the
FSPsare auditedannuallyand updatedeveryfive
years);non-regulated facilitiesalsomaintainFSPs
that are updatedeveryfive years
o GoMD&CfollowsSPUfacilitysecuri

GoM D&C Operating Plan/ Local

Title of Doclment: DocumentNumber: 2200-T2-DM-MA-0001
OMS Manual
Authoritv: K6vin Lacv Revision: o
Cusiodian Chyn€n MarkWebster lssue Dale: 11t1t2009
Retention Gode: AAAOOOO Nert Revi€w Date
fif aoolicablal: 11t1t2010
Security
ProiectConfidontial Page: Page 54 of 73
Glascillcation:
warning: Chec|(DW Do€ rovision to onsurc you arc using the coroct revbion.
CONFIDENTIAL BP+|ZN-MB|00193s01

HCG009-016570
 GoMSPUhasan embeddedBusinessSecurity
Manager(BSM);GoMSPUis furthersupportedat
Grouplevelby a RegionalSecurityAdvisor(RSA);
GoMSPU assetshavean assignedBusiness
Securi$ Representative (BSR)
lnformationof SecurityStandard
DigitalSecurityStandard
Codeof Conduct
Privacy& EmployeeConfidentiality
Digitalsystemsand security
GoM D&Ccontrolof sensitiveinformation,e.9.,
DIMS,rig schedule
Accesscontrolon file sharesand servers
Securi$of lnformationStandard
Bldg.floorscontrolledvia badgeaccess(secure

a AspecUlmpact and prioritization

entitiesidentifyand
systematically manage
the impactof their
activitieson the
environment and
integrateenvironmential
requirements intothe
localOperating
ManagementSystem.
identification HSSEManager
a AspecUlmpact Matrix
a HSE Risk identification and ranking/matrix
a Objectivesand Targetsand EMPsestablished
a Operationalcontrols(SOPs/STPs)
a Compliancematricesand associatedcontrols
a Drillinga wellas a pro.iect
a Compliancereporb p/CVPphase
a Environmental STP
a BtB
a DWOP
a ETPs
a Environmental lmpad Statement - APD,DOCD,
POE
SPU (majoroperatingsite) cartifiedto ISO 14001
Verified Environmental Statementproducedevery

GoM D&COperatingPlanlLocal
Title d Documont: DocumentNumbor: 220&T2-DM-MA-0001
OMS Manual
AulhodtY: Kevin Lacv R6Vl3aOn: o
Custodian/Orvncn Mark Webster lssue Date: 11t',U2oop
l{ert Rsview Datc 11t1tn10
Retention Codc: AAAOOOO (if aoolicabhl:
Sacarrity Pag€ 55 of 73
ProiectContk€ntial Pago:
Classificetion:
Wlrnino: Check DW Dca navicion to ancurc vou ait usino the correci revkion.
CONFIDENTIAL BP+tZN-t8t00193502

rcG00s016571
 Transportation- BP
entitiesevaluateand
managetransportation
riskscoveringland,sea
andair travelto prevent
injuryto people.
BP TravelWebsiteuse(whichdeliversthis E&AWells
element)is requiredperBP TravelPolicy Operations
MitigationBowTies at AssetLevel Manager
journeys
No high-risk in GoM (althoughis covered
in SafePracticesManualChapter9 [Driving
Safetyl)- WhenGoMemployeestravelto high-
riskcountries, theyfollowthe localplan
Aviation- SPURiskRegisterincludesAsset
Levelrisk
GoMContractAircrafiGuidelines
GroupRecommended Practiceon Aviation
OGPAircraftManagement Guidelines
FM ApprovedOperatorManualsand Guidelines
Aviation- auditsfor complianceto stiandard
Travel- flightspreapprovedby BP Aviation
GoMVesselVettingProcess:VesselInspections
GRPOMS5.6-001,BP OMS5.6 (Marine
Operations standad),Marine- DP Trials
(DynamicPositioning),StructuralReview(for
vessel> 25 yrs old)
VesselOperatingInstructions
SafePracticesManualChapter9 (DrivingSafety)
containsall elementsof thisdrivingstandard
Travelguidelines on rentalcars
DefensiveDrivingtraining
Motorcycleusefor companybusinessis

GoM D{tC Operating Planl Local

Tille of Document: Documentl{umber: 2200-T2-DM-MA-0001
OMS Manual
Authoritv: Kevin Lacv Rcvlrion: o
CustodianlOrrner: MarkWebsler ls3uo Daio: 11t1t2trJf)
Retontion Code: AAA0000 Nert Review Date
(if sDDlicable): 11t1t2010
Secarrity
Clesclfication: ProjectContidential Page: Page 56 of 73
Wamino: Chock DtY Docs revision to era3ure vou are usino llre correct revbion.
CONFIDENTIAL BP+tZN-118t00193503

HCG009-016572
 Element4 - Procedures
and reliable
Pinciple: we documentand igorouslyfollow prrceduresfor safe, responsible
operating.

Completion
Localand SegmentD&C Procedures
Engineering
Practices- BP entities Operationsprocedurescovernormalconditions' Manager
document,maintainand start-up,shut down,upsetand emergency
followpracticesand conditions
proceduresfor the safetY Industrystandards/Procedures
of theirworkforceand the WellPlans
safe,responsibleand
Recommended Practices
reliableoperationof their
assets,facilities,floating DefinedPractices
structuresand transPort EquipmentOPerationsProcedures
equipment. Maintenance Procedures
and Inspection
ContractorOperationsProcedures
StandardOperatingProcedures
EmergencylCrisis Plans
Procedures
lnstrallation (ownedby otherswithin
BP)
SIMOPS(o,vnedbYAssets)
STPs
Well-specificand rig-specfficplansare readily
accessible
Pre-spudmeetings
JSEAS
Techlimitmeetings
Proceduresare reviewedand updatedbefore
eachwell
Contractorproceduresare reviewedthroughthe
rig auditprocess
DWOPand BtB are uPdatedat regular
frequencies
SOPsare now becomingcontrolledand will be
updatedregularlY
MoC (BP and Contractor)
GoM D&CSharePointmaintainslatestversionsof
documents

BP+|ZN-M8100193504
CONFIDENTIAL
HCG00$'016573
 ilanagement of Ghange
- BP entitiesemploya
formal,systematic
processto document,
evaluate,approveand
communicate temporary
and permanent
changes
that couldimpactsafe,
responsible and reliable
Informatlon
ilanagementand
DocumentControl- BP
entitiesdevelop,review
and maintainsecureand
readilyavailablethe
necessaryand
appropriate information,
documentsand records.
ilanagoment-
BP entitiesreportand
investigate incidents;
determineimmediate and
systemcausesand
implement
appropriate
correctiveadions; and
sharethe learningsto
reducethe likelihood of
recurrenceand improve
opemtingperformance.
Gontrol of Work - BP
entitiesemploya formal
Controlof Workprocess
to providea work
environment thatwill
allowtasksto be
completedsafelyand
withoutunplanned lossof
containment causing
environmental
Title of Document: coM D&COperatingPlanlLocal
OMSManual
Authoritv: Kevin Lacv
Custodian/Owner: MarkWebster
R€tontion Code: AAAOOOO
Sscurity
Classification: ProjectConlktential
waming: check Dw Doca revision to ensure you aneusing ttre correct revision
CONFIDENTIAL
o GoMD&CRemmmended practicefor Performance
Management of Change Manager
r GoMDrillingandCompletioneuick Reference
Guide
r BizFlowMoCtool and GoM D&Cworkflow
o GoM RegulatoryNoticePractice
r GoMDocumentManagement Procedure Performance
o D&CTier2 DocumentRegister(Excel) Manager
r GoMDD&CDocumentRegistar(DCTMquery)
r Guidanceon GoMD&CSharepointsite
r Documentum
r CPOL
r GoMSafePracticesManual"tncidentNotification, HSSEManager
Reportingand Investigation"
procedure
o GoM D&Con-callinvestigationleaderand root
causespecialistsrota
o
HSEPostAccidentlnvestigation qualityreview
o Tr@ction
o PeriodicTr@ctionclosurereports
r GoMtrendinganalysis
r GoMD&CHSEManagement SteeringCommittee
r SafePracticesManualControlof Work(Bp Rigs) HSSEManager
r ContractorControlof Workprocesses(verified)
r
ISSOWsystem(BPRigs)
r JSEAand SIMOPSpTW
Contractor-specific
meetings
DocumenlNumber: 2200-T2-DM-MA-0001
Revision: o
lssue Date: 11t1tzotrJ
Nexl Roview Date
lif :nnliehlal. 11t1t2010
Page: Page 58 of 73
BP+|ZN-M8|0019350s
r.lcG009-016574
 r Common forcrisisresponse
template (BART)'
tanagoment & including accident
major risks, and Oparations
environmental,
Manager
EmergencyReaponae- securitYrisks
BP entitiespreParafor o SPUBusinessContinui$Plan
and respondPromPtlYto r OilspillResPonsePlan
crisisand emergency r FacilityERPs
eventsthreateningharm
e PandemicRasponsePlan
to BP employeesand
oontractors,company o MMSdrills(unannounced)
assets,and neighbodng USCGparticipation)
r BP drills(including
communitiasand r lncidentCommanderrcta and DOA
intemtptionin business o IMT system
operations. r GoM SPU POB rePorting
r RUOK

GoM OtC OperatlngPlm/ Local llocumdrl llunb.n 2200-T2-DM-MA-0001

lillo dDocunrnt: CIUS llanl|al
AuttxtfltY: r lscv Rrvlrloo: o
CurfrdLn own n ilt \lUebobt lrculhio: 1tl/zJos
N€trt R.vl.x Dr!. 1Ulm10
R.tJr|bn Codc: AAAOOfi) {if roo$c.bLl:
S.c||tlty Rtiecf Conftbntd Pegc: Pag€ 5S of 73
Chsillce$on:
You at0 ullm ifri corr] 4 mvlrion'
COI,IFIDENTIAL BP+lZttl-l|B|qH93508
l€(tr0$016575
 Element5 - Assets
Principle: Our plants, facilities,assets and floating systems are fit for purposethrcughout the
lifecycleof the operation.

Management- SDP- MPcpfor D&C MajorProjects

BP entitiesmanage SRP- BBcp - Beyondthe BestCommonprccess
projectsfor designand
constructionof newor BP lnternalaudit(3-yearcycle)
modifiedplant,facilities, 30 CFR250 Codeof FederatRegutation (ApDs,
assetsand floating APMs,EPs)
structuresto prevent EquipmentlntegrityAssurance(ElA)guidelines
injuryto people,damage ESORsystemin placeto feed administration and
to the environmentand workflowout of TIAPs
achievecompetitive SDP- DWOP- DrillingandWeilOperations
performanceover the Practice
lifecycle. RigConstruction Manual
ProjectExecutionPlans
Well lntegrityMgmtProgramfor GoM
ProjectQualityPlan(QualityManagement System
usedfor projectdesign,procurement,
construction,commissioning, startup,and
handover)
MPcpEngineering and QualityManagement
Guidelines
ETP50 and32series(DWGoMGP 50-20,50-10,
32-'10to 19)
QualityRequirements for Requestfor Quotations
(RFO)
QualityRequirements for Construction
Contractors
HAZOP- partofGDP3.1
HAZID- partof GDP3.1
"No DrillingSurprise"workshops- partof BtB
Drill/Complete 'Wellon Paper"sessions- part
of
BA
PeerAssistsand Peerlnteraction
SIMOPSstrategies and plans
RigAudit(Partof DWOP)
MarineAssuranceplansfor new-buildrigsGRP
5.6401 (MarineOperations) whichis mandated
for the E&Psegment
ProjectEDFYPHSSER
First-YearOperabilityReviews

Title of Document: GoM D&C Operating Plan/ Local DocumantNumber: 2200-T2-OM-MA-0001

OMS Manual
Authoritv: K€vin Lacy Revision: 0
Custodian/orrnen MarkWebster lssue Dale: 11t1t2009
RetontionCode: lovqA00O0 Nort Rovierv Dato
(if eoolicablel: 11t1t2010
Security
Cliassillcatlon: Project Confidential Page: Pag€60 of 73
Wamanq:Check DW Doca revislon to ensure vou aro usino the conect revUion
CONFIDENTIAL BP-r{ZN{t8t00193507

HCG009-016576
 construct,modifyplant, GoMWell lntegrityManagementProgram
ass;ets,facilitiesand (Elementl-Sub Element,DesignCodes,
floatingstructuresto Standardsand Regulations Compliance,and
preventinjuryto peopla, Element2-Well OperatingProcedures)
damageto the SegmentDefinedOperatingPractices(DWOP)
environment andachieve D&C Definedoperatingpractices(18 ETP s +
competitiveperformance B8)
over ths lifecycle.
D&CRecornmended Practices(Surveying,
TubularDesign,WellControl,and Cementing)
BHADesignand DownholeToolReliabili$
Guideline
a WellBoreStabilityGuideline
a OrganizationalGuidelines
a SidetrackingGuideline
a FluidsManagement Guideline
a Perforating
Guideline
a CavingsFieldGuide
a StuckPipeLibrary
a WellCostEstimating
o Explorationcp (Ecp)
a MajorProjectscp (MPcp)
a Beyondthe Bestcp (BtBcp)
a BaseManagement cp (BMcp)
a FieldPlanningcp (lFPcp)
lntegrated
a ProductionEfiiciencylmprovementcp (PElcp)
a SupplierPerformance Management cp (SPMcp)
a SupplierQualityplans
a MarineAssuranceplans
a MarineProcesses
a RigAcceptanceAudits
a DWOPDispensationProcessas detrailed in

- E o ThunderHorse
A:t!'|'r rrrPrtralrgrr OEMManuals
entitiesoperateplant, o EquipmentOperatingProcedures Wells
assets,facilities,floating r MoC Operations
structuresand transport Manager
o ControlofWork
equipment to prevent
injuryto people,damage r ServiceCo. updates/bulletins
to the environment and r lM Audit
o Wellssoecifuooeratinolimitsandtechlimits

GoM D&C OperatingPlan/Local

Tillc of Document: DocumentNumber: 220GT2-DM-MA-0001
OMS Manual
Authoritv: Kevin Lacv Revl3krn: o
Custodirn otflner MarkWebeter liiue ltate: 11tlt2009
Rotention Code: AAAOOOO I{ort Rovior Data
(if ro.ilicebLlr 11t1t2010
socunty
Clm3ificrtion: ProiectConflj€ntial Page: Page61 of 73
Wamino: Check DW llocs lrvicion to ensuro you ane uino the correct revbion.
CONFIDENTIAL BP+|ZN-M8|00193508

r'cc009-016577
 performanceover the r SafeOperatingLimits
lifecycle. r lntegriVManagement Manual
r OvenideLog
r SIMOPSplan
r Safetycriticallists
r Maximo
r Bi-weeklyPridereportof KPls and overduesafety

Inspectionand r Maximo
Malntenance- BP r OEMmaintenance intervals Wells
entitiesinspectand o Pridemaintenance policy Operations
maintainplant,assets, Manager
r BP-ownedrigequipmentmaintenance strategy
facilities,
floating
structuresand transport document
equipment to prevent r APlguidelines
injuryto people,damage o Bi-weeklyPridaoverduesafetycriticalreviews
to the environment and o D&CIn-service rig audits(perGP 1040)
achievecompetitive o Equipment failurereports
performance over the r Tr@ctionprogram
lifecycle. o BizFlowMoCSystem
r ControlofWork Process
o Pre-startupreviewand checklist
r HSSEchecklist
o Re-commissioningprocess
o Pre-operationalchecklist

Decommissioningand r BP ETP,STP,and Policydocuments E&AWells

Remediation- BP o MMSregulatory requirements Operations
entitiesplanfor and r ETP(GP10-60) Zonallsolation Manager
managethe
r ISDGP 4&04
decommissioning or
abandonment of plant, r BtBcpRiskManagement for WellsP&A
asset,facilitiesand operations
floatingstructuresand the r RiskManagement Processes
remediation of the r Section26 of the DrillingandWellOperations
resultingHSSEimpacts Practice(DWOP)
and risk. . RegionalOilSpillPlan
r GoMSafePracticesManual

GoM D&COperatingPlan/Local 2200-T2-DM-M4-0001

Title of Document: r)MS Mrnilal
DocumontNumbcr:
Authoritv: Kevin Lacv Ravi3ion: o
Custodian/Orvnen MarkWebster lssuo Dato: 11t1t20(E
Nert Roviow Date
R.tention Code: AAAOOOO {ff aoolicable}: 11t1t2010
SeGurity
Prolect Conlidential Pags: Page 62 of 73
Clrrsificrtion:
Wamino: Gheck DW DoG3revision to en3ure vou are uino the correct revirsion.
CONFIDENTIAL BP-I{ZN-il8t00193509

HCG009-016578
 tarlne Operatlons-All
marineactivityin theBP
Groupis carriedout in
sucha way as to prevent
injuryto people,damage
to the environmentand to
achievecompstitive
performance over the
r GoMVesselVettingProcess:VesselInspections
GRPOMS5.&001,BP OMS5.6 (Marine
Operationsstandard),Marine- DP Trials Operations
(DynamicPositioning),StructuralReview(for Manager
>
vessel 25 yrs old)
r VesselOperatingInsfuctions
r D&C DWOP

GoM D&C OperatingPtan/Local llocumrnl llumbrr 2200-T2-DM-MA-0001

TithdDocu.mnt: OMS lrarud
Auilrorltrr: Kevin Lacv Rrvlrlon: o
GuclodlrnlOma MartWbbbr lsuo Dotc: 11t1frtoff)
l{crt R.Yifl Dfl.
Rctmtlon Codr: A/tvq0000 {if rooliceblcl:
1'.nm10
s.curlty Pagc: Pagedl of 73
Pni€ct Corfidential
Chrrlllcelbn:
Wamlro: chrct D[ Dcr rfvLldr to aBr|r. vou aia uCna tha coftact revbion
CONFIDENTIAL BP+tZN{Broor93510
r'rccooc-or0570
 Element6 - Optimization
Principle: Our operationsare continuouslyoptimizedto improvepertotmance and delivery from
our assefs.

a DIMS(movingto OpenWells) echnology

entitiesidentiff,evaluate a D&CWell CostEstimatingTools(MWE& SWE)
andcaptureopportunities a
StandardKPlsof Days/10Kand Days/Completion
to improveoperatingunit
performance. a OperatingEnvelopefor Depth& Departure
a MPcp/BtBStageGateReviews
a EOWReports
a Weeklystandardizedscorecards
a MoC
a Rig Downtimemonthlyreport
a SafeOperatingLimitsfor all equipment- SORA
for deviations(or MoC)
Maximo
Spillreports
Air emissionsmonitoring
TechnicalLimit
Vendorproductinformation bulletins

Energy- BP entities r NotApplicable

to GoMD&C
employenergystrategies

Feedstockand Product o Not Applicableto GoM D&C

Schedulingand
Inventory- BP entities
managefeedstock
inventories andschedule
operationsto meet
productionrequirements
that satisff businessand
customerneeds.
Yugrrr)r a--urqrrbg - ur r to GoMD&C
NotApplicable
entitiesassurethe quality
of theirmaterials,
operatingactivities,

uoM utru uperailng Ftan/ Local

Title of Document: ltocumont ilumber: 2200-T2-DM-MA-0001
OMS Manual
Authorltv: Kevin Lacv Raviabn: 0
Cu3todian olvnen MarkWebster l3sue Date: 1t1tztxtg
Nort Review Oate '11t1t2010
Rctenlion Code: AAAOOOO fif aoolicablel:
Security Page 81 of 73
Proj€ct Confid€ntial Page:
Classi{lcdion:
Waminq: Check DIY Doca revi3ion to ensure you aro usino the correct reyirion.
CONFIDENTIAL BP+|ZN-M8100193s11
HCG009-016580
 Technology- BP entities . GoM D&CTechnologyPlan Technology
identi! and implement Manager
r Assetand projecttechnologyplans
technologyto imProve r AnnualLTP process
operatingperformance. r
Detailedannualprolectreviewswith the EPTD&C
flagshipProjects
r MPcp

Procurement- BP BP GISstandards for qualitymanufacturing andWells

entitiespurchase
feedstocks,materialsand
servicesto meet
specifications,standards,
delivery,andoperating
requirements which
addresslifecydecost.
SupplierQualityAuditProcess
Pre4ualificationauditfor manufacturing ability
lM and QA Program
Goods/Services
SupplierGIS Standarddeviationapprovalprocess
IntegrityAssuranceSpecification for the
Procurement of CriticalEquipment for Drilling&
Completions, excludingTubularProducts
(ETP10-50)
IntegrityAssuranceSpecification for the
Procurement of TubularProdudsand Connection
Manufacturing Services(for use in Wells)
DesignReviewProcessfor Drilling,Completions,
andSubseaEquipment
Equipment IntegrityA,ssuranceGuidelines
Procedures forAuditingSuppliers for Drilling&
Completions
Drilling& Completions Equipment Surveillance
PSCM- CommonProcess
PSCMlntemalcontrolaudit
Financialauditsof suppliers
Periodicqualityaudits
KPlsusedduringSPM- marketintelligence for
U.S.andalsoglobal
MarketingIntelligence/Contracting Excellence

lr
Management
- BP entitiesmanage
materialsto providethe
requiredqualityand
availabili$to deliver
operatingperformance.
r GoMmaterials and equipment visibilitylists RigsandWells
o MAETraxtool and LegacyMMS Services
r Manager
HoumaPreservation and Maintenance Facility
and process
(PMF)siteinformation
r GoM Logisticsprocedures,aviation/boat
schedules,and shorebasecontacts

I
toE
T.rileof Docum.nt:
Authoritv:
Custodian/Ornen
Rot ntion Cod.:
Socotity
Cla$lficrtion:
Wlmind: Ch.clDn
coNFDENTAL
GoM D&C Operating Plan/ Local
6MS Mamral
Ke\rin Lacv
Mark Webster
MA0000

ProiectConfid€ntial
Itocument Number: 2200-T2-OM-MA-0001
Revision:
|rsue Date:
Nert Rcview Dat
(if aoolicable):
Page:
Docs revirion to en3unavou an9 usino the corract revi3aon.
o
11tlt200,s
11t1t2010
Page65 of 73

BP+|ZN-M8I00193512
|'tcc009-0165E1
 Contlnuous o QuarterlyPerformanceReviews Drilling
lmprovement-BP o PeerAssists Engineering
entitiesdevelopa culture r Manager
in the workforceto PeerReviews
improveoperating . Rig CrewEngagementMeetings
performance through r Bi-WeeklyLessonsLearnedsharingmeetings
defectidentification, r Townhallmeetings
measurement, and r ProjectStage Gate Reviews
elimination. o WeeklyTeamMeetings
o AnnualPerformancereviews
o AfrerActionReviews
o BP lntemalAudits
r Endof Well Reports
o Incident(Safeg, l,lon-Productive
Time)
lnvestigations
r EIAG
o PlPs
r KPls
. Rig auditand ActionPlans
o Continuousimprovanrent plans
o RigAuditactionplans
r CompletionExcellenceplans
r DWOP
r CWOP
o Bi-r,veekly
LqssonsLearnedmeetings
r WEPF
r CompletionsExcellenca,Drilling,Ops,
InterventionNetworks
BEcp
Major ProjectCommonProcess
TeamLink
Tr@ction
PerformanceSorecards
Benchmarking

Title of Document: GoM D&C OperatingPlan/ Local

OMS Marual Ilocument l{umbor: 22m-T2-DM-MA-0001
Authoritv: Kevin Lacv I Rrvlrirrr: 0
Curtodhnlormr: Mart Web6ter lacu. DrL: 11t1t?0o9
Retanlion Codc: Nert Revld Det
AvAAOO0O 11t1t2fi10
fif eoolicablol:
Sccurity
Clasrificrllon: P,q€ct Contktential Pegc: Pago66 of 73
Wlming: Chccr( DW D€ rcyisi,on to aniutr you trr uino the cortrt rrvirion-
COilFIDENNAL BP+rZN{8r00193s13
ltcc00$016582
 Elsment7 - Privilegoto Operate
Principle:Wedeliverwhatis promised
and addressissuesraisedby ourkey stakeholders.

RegulatoryCompliance r
- BPentitiescomplywith r
applicablelegaland
requirements. o
regulatory
ComplianceManagementSystem(CMS)
FacilitVCMS Matrix
o GoM RegulatoryNoticaProcess
TheCMSteamannualaudit
o Operationalcontrols
r CMS "BestPracticesRecommendation'
o Tr@ction

Gommunityand r NotApplicableto GoM D&C

Stakeholder
Relatbnehipa - BP
entitiesact to enhance
their reputationwith key
stiakeholders as a
neighbor,partner,
employerand investment
of choice,and engagethe
stakeholderson the
issuesthat affactthem.
Sociel Rcrponrlbillty - o NotApplicableto GoM D&C
BP entitiesdeliver
responsiblaoperations
conformingto BP
Requirements and seek
to havea positive
influencson the
communities in which

GoM DEC OperallngPlan/ local

Tlilo dDocumcnt:
OMS Manual
Documont llumbcr: 22m-T2-DM-MA-0m1
Arrtlxxlts K€ViN LACY Rarrlaad: o
Curtodiren/ChYner: Mark Websbr lr3u. OaL: l1t1fa0n)g
X.rl R.viil Oa!.
R.tanton Cod.: AM0000 llf eooftcaHol:
ftlm10
Sacurily
Pnject Conlldential Pago: Page67 of73
Clesilicatbn:
Wamlno: Chcct DW Dca ravidon to.rrcrm you tnr uino th. corract rrvlrion.
CONFIDENTIAL BP+tZll{8100193514

t'tccoog-or65E3
 GustomerFocus - BP
entitiesdevelopand
maintaintransparent,
sustainableBP customer
relationships.
BP entitiesmanage
producbthroughouttheir
lifecycleto satis! legal
and regulatory
requirements and
communicabpotential
GoM D&C OperatingPlan/ Local
Tifr ofDocument: OMS Menual
Authodtlr: Kevin Lacv
Curiodian/Chrner Mart Webatar
Rctenlion Gode: 4AA0000
Sccurity
Clr3.lfic'lbn: ProiectConfktential
lYamino: Check Ofy Docr rrvidon to.n3rr.
CONFIDENTIAL
a LTP AtlantisWells
a GFO Operations
Manager
a Monthlycost reconciliation
a MonthlyPerformanceScorecards
a LeadershipPerformanceContracb
a SPUobjectives
o SOR
a AFEs
a RLGsurveyofAsset VPs
a WellHandoverProcess
a AssetD&CPerformanceReviews
a AnnualCodeof Conductcertification
a GoM D&CScorecards
a Asset post-wellreviews
a SIMOPSmeetings
a Firstyearoperabili$review
a
o NotApplicableto GoM D&G
Ilocumeni ilumber: 2200-T2-DM-MA-0001
Rovirbn: 0
lsrue Daie: 11ntz)o')
llert Roviaw Dato
{if aoolicaHd:
11t1t2010
Page: Page68 of 73
you arr uino the correct ravbaon.
BP+|ZN-M8|00193515
ItcG009{16584
Element8 - Results
Pinciple: Measuremenfrs used to understandand sustainpertormance'

a WeeklyOPerationsreports
BP entitiesestablish a Monthlycostforecasting
metricsto monitorand a Monthlyperformancescorecards
reportdeliveryof a GFO updates
businessandoperating
targetsand to Promote
a LTP process
continuous improvement. a BtB CommonProcsss
a Projectexecrltionreadinessindex
a Tr@ction
a SAP
a DIMS
a LongTerm Plan
a GFOforecasts
o Codeof Conduct
a PurpleBook
a OrangeBookfeeds
a Partnerand internalBP audits(CETs,PWC)
a Reportingrequirements - rig commitments

- BP entitiesperform
assessmentsand audits
of operatingperformance
andmanagement
processesto assure
compliance withlegaland
BP Requirements, and
driverisk reductionand
performance
improvement.
a Leadershipsitevisits
a KPls
Operations
a lntemalaudits Manager
a AuditPlan
a AuditGuidelines
a AuditSchedule
a SOCs(trargetsdeveloPed)
a EMSManagement Review
a GoM communication tools
a S&OAudit
a GoMFieldChecklists
a GoMActionTrackingprocedure
o GoM DrillingHSSESelf-Assessment System
a GoM BP-owned Rig lM AudiUReview
a GoM BtBcpAudit
a Rig Audits
a MarineAudits
a DWOPDispensationreviews
a CompetencyAssessments
a GoMActionTrackerTool
a

GoM D&C OperatingPlanl Local ltocument l{umbet: 220GT2-DM-MA-0001

Titla of Docurncnt: l.)MS Mrmral

Authority: Kevin Lacv RaYI3ad: o

Markwebsler l3su. Daie: 11t11200f,
Nert Revicw Dat 11t1t2010
R.tention Code: A/V\0000 fif aoolicablcl:
Sccurity Prq€d Conlidontial Page: Page 69 of 73
Clrsd{lcetion:
ffi toan3uta youare using the cotr€ct ral bio4J
BP+rZN-mBmo193516
FEG009-0165E5
 PerformanceRcvlew- r LeadershipTeam2009 PriorityReviewWorkshop President
BP entitiesuse the r AnnualPlanManagementReview
resultsof assessments . Rig PlanProgressReviewMorningMeeting
and audits,as well as
r AnnualPlanmilestones
inpub from otherinternal
leamingactivitiesto o LT focusareasfor GoM D&C(Cost,CE, HSE)
periodicallyreviewthe o Projects'MilestoneTracking
continuedadequacyand r StageGate Review
appropriateness of the
existinglocalOMSand
drivesystematic
improvements in

lrlanagemont- r CAPEX-OPEX Performance

BP entitiesoperatesafely r GFO prooess Manager
and profitably,planning o LTP
andmanagingfinancial
and humanresources r GFOZero
consistentwith the annual o GFOOne
plan,andto deliver o RACICharts
operatingperformance. r BtO (oostcenterbudgets)
r Headcount(resourceplanningdatabase)
r MonthlyForecastProcess
e AFECostTracker
r TimewritingProcess
r GoMD&COne-Pager
r RAC|Charts

T.rtlcof Documcnt: C'oMD&C OperatingPlanl Local

(1MS Manral Ilocrmont Number: 2200.T2-DM-MA-0001
AuthorilY: Kevin Lacv Rrvlrkn: o
l,lark VVeb6t6r laauc llrt : 11t1taJ{x,
Rctcntirn Code: Next Ravitr Dat
AAAOOOO
fif aoolicaHrl: 11t1t2010
Sccurig
Pnject Confidential Pagc: Page70 of73
Ghsrificatbn:
Waming: Chect DW Ooct nayiaionto cnarro you anaurino the corrci rcvirion.
CONFIDEITITIAL BP+tZit{8t00193517

frcc00$,016568
 AppendixB:
GoM D&COMSSustainingActivitiesand Accountabilities

lntent
Visbn & Strategy r Refiestt A - Mce President
Development r Communicate R-D&C LT

OMSlmplementation r Supportand asstre consistentimplementationof A - Perbrmance Manager

OMSalignedwith the SPU R - OMS ProjectLead

OMS@neral Adminisbation r lncorporateOMS architech.treupclates A - OMSProjectLead

OMSGovemance on OMS
r Providedirection& communication A - PerformanceManager
R - OMSSub-Element
SPAs

RiskAssessmentand Prioritization
RiskManagementProesses o Driveapplopriaterisk assessmentsand actions A - Director
R - Wellsand Engineering
Managers

Self Assessment . Defineplanand implementappropriateself A- OMSProjectLead

assessment,for a given year R - OMSSub-Element
. Coordinategap prioritization SPAs

Plannins and Controls

AnnualPlanning r Set direction A-Mce President
o Incorporaterisk mitigatiot,gap closure,audit R- D&CLT
findings,baseoperations,capitalexpenditure
activities
. Develop& approveLTP and AnnualHan
OMSGap ClosurePlanning r Developphns for closingprbrity Assetgaps A - OMSSteeringTeam
R - OMS ProjectLead

OMSOperatingPlanUpdate . UpdateOMSOperatingPlan(LocalOMS A - PerbrmanceManager

ImoIeme ntaflon and Operations
Dayto Day Operations
OMS NavigatorContent
Managernent
Handbook)on annualbasis,coordinatereviews& R - OMS ProjectL€ad
approvals
r Manageto ensuresafe and reliableoperations A-Mce Prosident
. Ensurecompliane to OMS Essentialsand R- D&CLT
Prac'tices
r Embracecontinuousimprovementfor risk
miti;a6on,eftciencyand eliminatingdefects
. OMS Navigatorcontent
Update/rnaintain A- OMSProjectLead
R - SharePcintCoordinator

GoM D&C OperatingPlan/Local Itocum.nt l{umbot: 2200-T2-DM-MA-0001

Tiil. dDocument: OMS Manual
Autiofttv: Kilin Lacv R.vlsktn: o
CuriodianlOvrnen Mark Weboter lssuo Date: 11t1t2009
Naxt Review Datc 11t1t2010
Retcntion Codc: AAAOOOO fif aoolicaHrl:
Socurity ProiectConfHential Pege: Page71 of73
Chsrifrcstion:
ffivicion to enrure you ana usi
CONFIDENTIAL BP+|ZN-M8100193518

HCG00$0185E7
 Evaluatlonand CorrcctlveActlon
Coodinate
OMSGapClosure . Trackand EvaluateStatus A - PerformanceManager
PlanExecution
Status& . Take conectiveadbn to ensurc closure R - OMS ProjectLead
Updates
Maintainrisk basedintemal . Evaluateand MaintainSelfAuditeflectiveness A - Performance
Manager
audit processes o Ensuretimdy auditactionclosure R- OMS ProjectLead
. Gomplywith SPU S&OAuditschedule
a Reportout on fndings/recommendations
for A - Performance
Manager
action R- D&CLT
t lmplementactions
Revlewsand lm provementProcesses
Participatein SPU and Asset OMS revienvsfor A - PerformanceManager
alignment,updates,leamings,etc. to ensurc R - OMS ProjectLead
mnsistentembeddingin earlysustainingphase
LT'ManagementReviews' o Definedin OperatingPlan A - Mce Presftlent
. ReviewoverallAsset activitbs and results R-D&CLT
. Drive@ntinuousimprovement whereneeded

Title of Dodrm.nt: GoM D&C OperatingPlan/ Local

OMS Manual Ilocwnent Number: 2200-T2-DM-MA-0001
Authoritv: K€vin Lacv Ravlgfttn: 0
Cuctodhn Chrn n lvlarkWebeter lssue Dale: 11t112ilJ9
il.rt Reviff Dab
R.tenlion Code: A/qA0(n0 11t1t2010
{if aooliceHcl:
Security
Clacrificetbn: Prc{ectConfidential Page: Page72ot73
W.mino: Ch.ct Dl Doc3 rtvision to etrsunayou err ucnq tha corTactrcvieion.
CONFIDENNAL BP+tZN{8t00193s19

f€G0090165E8
 DocumentAuthorlzetlonForm

Thisbrm to be usedfor authorizing pleaseindicateclearlywhich

new,revisedandobsoletedocuments,
categoryapplies
Special New document
lnstructions

DocumentDetellr

Number
Document 2200-T2-DM-MA-@01 l Revision l0

Document
Title GoMD&COperatingPlan/LocalOMSManual

Date
NextRevie\,Y tulnqr0
Reasonbr lssue Obsolete
NewDocument RevisedDocument Docurnent
(ched<as applicable)
x
DocumrntSlgnOff

PrintName Signature Date

Custodian/Owner MarkWebster /hn! 2 L)'l,t \tlot
MickLeary / i/*rb,
v
Reviewe(s)
(if applicable)

Aulhorizer KevinLacy V'^.,2-, /k /il* /J1

Document ControlUse
/ ,""/
\'r'
t/

GoM D&C Operating Planl Local

Titl€ of Document: nMS Manrrrl
DocumentNumbor: 2200-T2-DM-MA-0001
Authonlv:KsvinLacv Revision: 0
Custodian/Ovvner MarkWebster l33ue Llate: 11t1t200,{,
Nert RoviewDate 11t',U2010
RstentionCode: AAAOOOO (if aoolicablel:
secunry
Proiect Confidential Page: Page 73 of 73
Classification:
Wamino: Check DW Docs revision to ensure vou are u3ino the correct revision.
CONFIDENTIAL BP+tZN-I$8t00193520

HCG009-016589
o