TREX-06025 C PDF

Assessment Data Export
Assessment: GoM DxC Gap Analysis Lead: Webster Mark (BP1\websteme)

Organisational Unit: E&P - GoM Deepwater - GoM Deepwater Production Exported On: 6/16/2009
Type: Full
GoM DC OMS Gap Assessment Webster, Rev.0, 6/16/09
Conformance Risk
ID Element Sub-Element Sub-Element SPA Statement
Rating Ranking
Evidence Comments Gap comment Gap Title Aggregated Gap Gap Risk Broad Corrective Action Specific Corrective Action(s) SPA Target Date Date, Status Closed
1.1.1 Leadership Operating Leaders Vice President Define and then annually review and communicate to the Level 4 4-Moderate 1) D&C Vision Statement with Values 2) Business
workforce an entity vision that includes details of how the to High Plan updated annually 3) Leadership Performance
application of OMS will enable continuous risk reduction and contracts and Individual Objectives 4) HSE Annual
performance improvement and safe, responsible and reliable Plan and frequent LT and townhall reviews 5) D&C
operating. People Agenda 6) DCLT Collective Priorities
1.1.2 Leadership Operating Leaders Vice President Demonstrate management commitment to compliance with Level 4 4-Moderate 1) High-level Risk Register captures requirements 2) Lack of understanding of OMS OMS Understanding OMS 3-Basics/BP Implement OMS Develop broad audience communication prior Jassal 12/30/09 11/20: Complete. Four newsletter articles to y
legal and regulatory requirements, to the application of OMS to High DWOP and ETPs 3) MMS Subpart O Plan 4) to and during organization move to OMS. date. Poster's staged on D&C floors. Initial
and to conformance with BP requirements. 1.1.2.1 Compliance Management System 5) BP communication at engineer Lesson Learned
Conduct periodic and planned leadership site reviews. Engineering Authorities manage GDP compliance 5) meeting. Staged communication packs for
Internal and External inspections 6) Field Self- team meetings delivered on OMS, D&C
Verification System audits 7)Regulatory Expertise specifics, Navigator.
assigned 8) BP Team Leads review compliance
procedures 9) D&C Procedures are peer-reviewed
and undergo approval process 10) APD and APM
approval by MMS 11) MMS on-site inspection 12)
OSHA requirements in Safe Practices Manual
13)Bridging documents to Contractor Program 14)
EMS 15) BtB 16) INCs, etc. are recorded in
scorecards and are routinely monitored 17) Periodic
meetings with VPDC to discuss compliance 18) HSE
Regulatory monitors and communicates changes
1.1.2.1: [no data]
1.1.3 Leadership Operating Leaders Vice President Model behaviours by personal example that reinforce Level 4 5-High 1) AFEs 2) Decision Support Packages 3) BtB 4) Visibility of the Risk Management Plan RMP Visibility Risk Management 5-Sig Risk Develop and implement Develop Risk Plan including regular updates on Rich 2/30/10 11/19 -- On track. The Risk Plan has been n
continuous risk reduction and performance improvement. Risk Assessments 5) Stop the Job participation 6) comprehensive Risk Management progress. Key deliverables include: (Kal need developed, there will be regular updates on
1.1.3.1 Verify that operations integrity risks are Stage Gate Reviews 7) Leadership visits to the field Plan these 10?) progress. To date (November), 9 of the 10 key
systematically identified, understood and managed: verify with safety focus 8)Risk Management Plan deliverables have been met. Progress on the
understanding of risks with key stakeholders; review risk document (draft) including leaderships' roles 9) plan has is regularly communicated to key
mitigation plans periodically, know the key elements, and Major Accident Risk Mitigation plans with VP sign-off D&C individuals accountable for
communicate to stakeholders as needed. 10) Tech Limit process 11) Benchmarks 12) implementation. Three outstanding elements
Weekly Progress Report 13) Bi-weekly Ops Meeting are: Develeopment of D&C Risk Guidelines;
14) Weekly SPU LT Ops meetings that include Frame up implementation plan; Frame up
Performance and Risk 15) Recognition of training plan. Risk Guidelines still being
Employees 16) SOC Conversations developed. 1/21/10 -- Thierens to Rich.
1.1.3.1: [no data] Target date from 12/30/09 to 2/30/10. RMP
and BPRAT rolled out to LT, and Risk Leader
established. Need to fully embed in
organization
1.1.4 Leadership Operating Leaders Vice President Seek feedback on their leadership behaviour, and reflect it in Level 3 5-High 1) 360 Feedback 2) Leadership Training, e.g., 7 Not all ELT seek feedback actively on a ELT Seek Feedback People 3-Basics/BP Set expectations for supervisor Launch of the new 360 feedback system. Nahman 10/30/09 10/26/09 -- New system as been launched y
their personal development. Habits 3) 1-on-1 Leader Feedback 4)Zoomerang routine basis upward feedback. Launch GoM Development for All website in effective October 1, 2009. Working with the LT
Surveys and PAS 5) Communication and visibility of September/October 2009. Zoomerang is to develop a 360 schedule by month to
Leadership Framework, including meeting reviews complete, followup on action items. Continue complete 360's on those who need it.
and challenges to hold ELT accountable 6) with quarterly town hall meetings. Development for All website is almost ready.
Performance Review process/form 7) Use of Expect Launch to occur in first 2 weeks of
Leadership Framework November 2009.
1.2.1 Leadership Operating Strategy Director Incorporate a strategy for continuous risk reduction and Level 2 5-High 1) SPU Risk Management Policy 2) OMS Biases for decision-making exist, and Risk Decision Strategy Risk Management 3-Basics/BP Develop and implement Complete RAT Enhancement phase; complete Rich 12/30/09 9/19/09 -- The RAT Enhancemenrt phase is y
operating performance improvement into the entity business Implementation Plan, which contains a continuous strategy needs to be documented comprehensive Risk Management trial before roll-out. complete and rolled out.
strategy. improvement process 3) SPU Business Strategy is Plan
in place with D&C components
1.2.2 Leadership Operating Strategy Director Maintain and communicate to the workforce a local operating Level 3 2-Low to 1) Documented at the SPU Level 2) D&C follows the Need to tie D&C Operating Policy and Intgrte D&C Op/OMS OMS 2-Effeciency Implement OMS Include tie in D&C LOMS Manual and Website. Jassal 10/30/09 11/20: Included with LOMS manual. y
policy consistent with the entity vision and OMS, and that Moderate SPU's lead, and communicates this out from SPU OMS to SPU policy w/SPU Policy
includes the BP Commitment to Health, Safety, Security and VP 3) Posters describe/illustrate BP HSE policy
Environmental Performance.
1.2.3 Leadership Operating Strategy Director Develop and annually review a statement of intent aligned to Level 1 1-Low Work in progress Develop local OMS Develop OMS OMS 3-Basics/BP Implement OMS OMS development in progress. Jassal 12/30/09 12/18: MoC complete, approved by y
the entity vision and operating policy, explaining the Leary/Joslin/Skelton/Lacy/Dupree.
objectives and scope of the local OMS.
1.2.4 Leadership Operating Strategy Director Monitor the external environment and update the strategy for Level 3 3-Moderate 1) DWOG 2) Rushmore External Benchmarking 3) No systematic process or documented Doc Systematic Op Learnings/Tracking 2-Effeciency Develop and embed Leary and Sprague to discuss. Sharpoint site Sprague 10/30/09 1/21/10 -- The FM best practices considers y
continuous risk reduction and performance improvement in Regulatory Team linked into MMS focus 4) Weather written strategy Strategy comprehensive event and/or best exists. external benchmarking to enter our learning
response to changing business needs. updates, especially during hurricane season 5) practice evaluation, learning, process and performance conversations.
Monitor rig market via Segment accountability sharing and tracking process to Closed per Sprague
systematically embed
improvements.
1.3.1 Leadership Planning and Director Identify and document risks and opportunities to be Level 3 4-Moderate 1) Local OMS will include an Annual Plan 2) BtB 3) Rig Schedule Hopper Process is Rig Schedule Hopper Organization Management 3-Basics/BP Jassal
Controls addressed in a prioritised way through the local OMS and to High Annual Planning Process 4) Environmental Risk incomplete
include them in the annual planning process. Assessments by asset 5) D&C Annual Plan is driven
by assets 6) D&C VP Annual Contract forms the
basis of Annual Plan 7) Annual Transformation
Agenda incorporates HSE, Well Control, etc. 8) Rig
Schedule is largely the output of prioritization
exercise 9) Working toward formalizing the Rig
Schedule Hopper Process 10) Goals are assigned in
Individual Performance Contracts
1.3.1 Leadership Planning and Director Identify and document risks and opportunities to be Level 3 4-Moderate 1) Local OMS will include an Annual Plan 2) BtB 3) Risk assessments are heavily weighted Opportunity Risk Asmnts Risk Management 3-Basics/BP Develop and implement Make all risks visible in the Enhanced BP RAT Rich 12/30/09 11/19/09 -- On track. Enhanced features y
Controls addressed in a prioritised way through the local OMS and to High Annual Planning Process 4) Environmental Risk to risks, rather than Opportunity comprehensive Risk Management to allow opportunity decisions to be taken at the include the the assessment and ranking of risk
include them in the annual planning process. Assessments by asset 5) D&C Annual Plan is driven Plan right levels of management. Desig tool to on a continuous basis.
by assets 6) D&C VP Annual Contract forms the highlight opportunities as well as mitigate risk.
1.3.1 Leadership Planning and Director Identify and document risks and opportunities to be Level 3 4-Moderate 1) Local OMS will include an Annual Plan 2) BtB 3) Local OMS is not yet built Develop OMS OMS 2-Effeciency Implement OMS OMS development in progress. Jassal 12/30/09 11/20: Complete. Local OMS Handbook y
Controls addressed in a prioritised way through the local OMS and to High Annual Planning Process 4) Environmental Risk completed.
include them in the annual planning process. Assessments by asset 5) D&C Annual Plan is driven
by assets 6) D&C VP Annual Contract forms the
Conformance Risk
Rating Ranking
1.3.2 Leadership Planning and Director Incorporate objectives, targets, actions and accountabilities Level 4 3-Moderate 1) BtB 2) Annual Planning Process 3) OMS is not fully implemented Implement OMS OMS 3-Basics/BP Implement OMS OMS development in progress. Jassal 12/30/09 12/18: MoC complete, approved by y
Controls into the annual plan to manage operating risk, to deliver the Environmental Risk Assessments by assets 4) D&C Leary/Joslin/Skelton/Lacy/Dupree.
requirements of OMS, and to close gaps against the Group Annual Plan is driven by assets 5) D&C VP Annual
Essentials. Contract forms basis of Annual Plan and then
assignments are made in the Individual Performance
Contracts 6) Annual Transformation Agenda
incorporates HSE, Well Control, etc. 7) Rig
Schedule contains the output of Prioritization
Exercise 8) Formalizing Rig Schedule Hopper
Process
1.3.3 Leadership Planning and Director Establish control mechanisms to address risks to the delivery Level 3 2-Low to 1) Annual Planning Process 2) GFO Process 3) Bi- Substantial duplication of financial Duplicate Asset/D&C Fin Financial Control 2-Effeciency Jassal
Controls of the annual plan and assess performance against the Moderate weekly Ops meetings 4) Weekly SPU LT Ops controls between assets and D&C Control
plan. meetings 5) Monthly Scorecards 6) Semi-weekly
DC Wells Operations ELT meeting
1.3.3 Leadership Planning and Director Establish control mechanisms to address risks to the delivery Level 3 2-Low to 1) Annual Planning Process 2) GFO Process 3) Bi- Lack of consistent process to summarize Incon Fin$ Data, Plan vs. Financial Control 2-Effeciency Jassal
Controls of the annual plan and assess performance against the Moderate weekly Ops meetings 4) Weekly SPU LT Ops financial data and to control Plan vs. Actual
plan. meetings 5) Monthly Scorecards 6) Semi-weekly Actual
1.3.3 Leadership Planning and Director Establish control mechanisms to address risks to the delivery Level 3 2-Low to 1) Annual Planning Process 2) GFO Process 3) Bi- Unclear responsibilities for $$ (in asset D&C/Asset $$ Financial Control 2-Effeciency Jassal
Controls of the annual plan and assess performance against the Moderate weekly Ops meetings 4) Weekly SPU LT Ops plan, but is D&C accountable?) accountability
1.3.3 Leadership Planning and Director Establish control mechanisms to address risks to the delivery Level 3 2-Low to 1) Annual Planning Process 2) GFO Process 3) Bi- No consistent schedule for financial data Incon Financial Data Financial Control 2-Effeciency Jassal
Controls of the annual plan and assess performance against the Moderate weekly Ops meetings 4) Weekly SPU LT Ops cut-off Schedule
1.3.3 Leadership Planning and Director Establish control mechanisms to address risks to the delivery Level 3 2-Low to 1) Annual Planning Process 2) GFO Process 3) Bi- All of the "people costs" are not covered Asset/D&C People Costs Financial Control 2-Effeciency Jassal
Controls of the annual plan and assess performance against the Moderate weekly Ops meetings 4) Weekly SPU LT Ops between assets/central Asgnmnt
1.4.1 Leadership Resource and Director Communicate the relevant parts of the annual plan and Level 4 5-High 1) Rig Schedule 2) Resource Plan 3) LTP 4) GFO Not enough rigor around creating Achievable Targets Organization Management 3-Basics/BP Develop and embed process for Finalization of two process standards will Jassal 6/30/10 9/20/09: Will review the GFO "0" inputs with n
Implementation targets to the workforce and other identified stakeholders, updates 5) Numbers 1-4 all are cascaded to achieveable targets (developed before creating achievable performance accomplish: LTP process refresh , and AFE the D&C LT on 30 September. GFO"0" will
and translate and include them in annual team and personal Individual Performance Objectives 6) Townhalls fully understanding the work) targets. process form the basis of what we will be measured
objectives. against next year. Need to schedule a refresh
of the LTP process as well as establish dates
and accountabilities for the AFE process
development. 14 Jan 10 - The D&C
LT met on 12 Jan 10 to discuss driving
performance in the SPU. Plan an
engagement session with the ELT in early Feb
to further push this into the organization along
with implementation of a D&C SPU standard
technical limit process will serve to futher drive
performance improvements. THe LTP
process will be reviewed and updated as
necessary in front of this year's LTP cycle.
1.4.2 Leadership Resource and Director Identify the resources needed to implement the annual plan. Level 4 5-High 1) People, rig and monetary resources are identified Some resources that impact D&C are not Resources Outside D&C Organization Management 3-Basics/BP Develop and embed process for Leadership behaviors reinforcement integration Rich 12/30/09 10/22/09 -- Core management accountability y
Implementation If resource constraints are identified modify the annual plan in Annual Plan (people through RPD, rigs through under D&C control (e.g., subsurface, assessing and realigning skills to review resources and allocate appropriately.
consistent with the need to maintain safe, responsible and Rig Schedule) 2) Interface through SDDN annually PSCM) organizational resources. Leadership meets regularily to review priorities
reliable operating. 3) Central D&C Reorganization has allowed more and adjust resources as needed. 1/21/10 --
reprioritizing of resources The BtBcp requiring integrated multi-discipline
teamwork to deliver wells now covers this
(WRM); complete per Rich
1.4.2 Leadership Resource and Director Identify the resources needed to implement the annual plan. Level 4 5-High 1) People, rig and monetary resources are identified Although resouce plans are identified up Underresourced teams Organization Management 2-Effeciency Develop and embed process for Develop cultures that utilize dedicated Rich 12/30/09 10/22/09 -- Closed out. Team resourcing is y
Implementation If resource constraints are identified modify the annual plan in Annual Plan (people through RPD, rigs through front, not always allowed to resource; assessing and realigning scheduling to resource load work. the responsibilty of management. Team
consistent with the need to maintain safe, responsible and Rig Schedule) 2) Interface through SDDN annually therefore, some projects underesourced organizational resources. leaders need to continuially monitor expected
reliable operating. 3) Central D&C Reorganization has allowed more activities and inform senior leadership of
reprioritizing of resources requirements. Rig scheduling and LTP
support this effort
1.4.3 Leadership Resource and Director Implement the annual plan mobilising identified resources. Level 5 5-High 1) Delivery track record 2) Performance Scorecards
Implementation on all metrics
1.4.4 Leadership Resource and Director Apply control mechanisms to identify shortfalls against the Level 4 4-Moderate 1) Resourcing Model (people, rigs, monies) is
Implementation annual plan, and put in place corrective actions. to High applied against schedule so that gaps are identified
and corrected 2) Weekly Ops meetings 3) Daily Rig
calls 4) Stage Gate meetings 5) Long Lead
Forecast meetings 6) Rig Schedule meetings 7)
Project Team meetings 8) SPU LT Weekly Ops
meetings
1.5.1 Leadership Accountability Vice President Appoint Engineering and Marine Authorities Level 5 5-High 1) D&C EAs 2) Engineering and Marine Authorities
(external to D&C but within SPU) have been
identified
1.5.2 Leadership Accountability Vice President Work with their Segment and/or SPU Engineering, Marine Level 4 5-High 1) Annual Engineering Plan held by SPU EA 2) EAs'
and Operating Authorities to support the delivery of safe, own implementation of ETPs 3) ETPs are auditable
responsible and reliable operating activities. at Group level 4) Dispensations and design approval
through D&C EAs with endorsement of Technical
Strategy 5) Marine and Riser Assurance plans for
rigs 6) Some teams do self-verification
1.5.3 Leadership Accountability Vice President Assign accountabilities and delegations to deliver BP Level 4 3-Moderate 1) RACI 2) DOA 3) R&Rs and Annual Objectives 4) Minor organizational changes remain Reorg Changes Remain Organization Management 1-Excellence Develop and embed process for Organization changes need to be made more Rich 12/30/09 10/22/09 -- Closed out. Organizational y
requirements. Individual Performance Contracts from D&C Reorganization assessing and realigning decisively by leadership readjustments are managed by the LT dictated
organizational resources. by the needs of the SPU. While minimizing
change is desired adjustment is inevitable.
Major organizational changes are managed by
the MoC process
1.5.4 Leadership Accountability Vice President Provide BP employees with clearly defined and documented Level 5 3-Moderate 1) Individual Performance Contracts for all, which
accountabilities. Set performance standards, goals and include R&R 2) Semi-annual Performance reviews
objectives which are aligned with their performance contracts 3) Question on this issue was included in the latest
and reward mechanisms. .5.4.1 Document and Zoomerang survey
communicate the local progressive discipline policy and 1.5.4.1: [no data]
apply it consistely across the organization, including a
description of the consequences for: Non-compliance with
legal and regulatory requirements; Unsanctioned deviations
from local operating procedures and policies.
1.6.1 Leadership Communication Technology Communicate business context and plans for risk reduction Level 4 4-Moderate 1) Quarterly townhalls with all staff 2) Periodic LT Risk reduction communication is not Target Risk Reductn Risk Management 3-Basics/BP Develop and implement Regularly and consistenly illuminate risk Rich 2/30/10 11/19/09 -- On track. Roll out of the n
and Engagement Manager and performance improvement to the workforce. to High and ELT offsite meetings, wherein performance is targeted Comms comprehensive Risk Management reduction to (where necessary) the entire D&C completed Plan will allow risks to be regularly
reviewed 3) New quarterly newsletter includes Plan community. and consistenly illuminated to ( where
performance highlights 4) Frequently request ELT to necessary ) the entire D&C community. More
pass on important issues with their teams 5) imnportantly, the risk plan will allow for value
Performance Agenda, which is aligned with opportunities, not just mitigation. 1/21/10 --
scorecards for assets, SPU and wells, is provided Thierens to Rich. Target date from 12/30/09
weekly/monthly via email and via portal to 2/30/10. RMP and BPRAT rolled out to LT,
and Risk Leader established. Need to fully
embed in organization.
Conformance Risk
Rating Ranking
1.6.2 Leadership Communication Technology Communicate to BP employees the process that enables Level 5 4-Moderate 1) Open Talk 2) ELT discussions with staff 3)
and Engagement Manager them to report, in confidence, operating concerns and to High Compliance issues all handled by GoM Controller 4)
concerns relating to legal compliance or conformance with Ombudsman process 5) Compliance Audit and
BP requirements. annual Ethics Certification includes Code of Conduct
discussion 6) Gift register 7) STOP cards 8) SOC
9) Monthly Westlake Campus reporting system
1.6.3 Leadership Communication Technology Apply reward and disciplinary programmes to reinforce and Level 4 4-Moderate 1) D&C follows HR's policies and procedures 2) Cultural reluctance to provide frank and Frank Performance People 3-Basics/BP Enhance supervisor to employee The importance of open feedback was Nahman 12/30/09 10/26/09 -- Informal audit of the LT and ELT y
and Engagement Manager reward behaviours consistent with legal and regulatory to High Performance Contracts reviewed 2X/year 3) candid feedback (performance feedback) Feedback performance management process. discussed/communiated to the LT and ELT validated that mid year reviews were complete
requirements and BP requirements Performance Improvement Process is implemented to drive performance upward before the mid year review process. Formal by September 2009. We currently do not
where needed 4) 360 Feedback for leaders takes training needs to be offered in collect mid year documentation. Training/tools
place @ 18 months 5) Competency Frameworks 6) December/January to prepare team leaders to still on schedule to be delivered in
Career Atlases by discipline 7) Reward process give open, objective and performance driven December/January addressing the need for
assesses performance 8) Disciplinary process feedback to employees. Select TL's will also be candid, quality feedback. Managing essentials
available 9)Spot Bonus Program 10) Recognition participating in the managing essentials nominations have been submitted for 2010
events program for 2009/2010. based on need and followup from PDP
conversations. The Managing Essentials
courses go into greater detail about the
enhanced process of giving honest feedback
to drive performance within the organization.
1.6.4 Leadership Communication Technology Not tolerate retaliatory action against any member of the Level 5 3-Moderate 1) SPU and D&C LT communicate and adhere to the
and Engagement Manager workforce for reporting in good faith, to line management or policy of no toleration of retaliatory action for
in confidence via any available BP process, operating reporting issues 2) HR monitors and will objectively
concerns or concerns relating to legal compliance or follow-up on any breaches 3)D&I Agenda/People
conformance to BP requirements. Agenda sets tone 4) Open Talk program is
available/in-place
1.6.5 Leadership Communication Technology Implement and maintain a process to consult with the Level 4 4-Moderate 1) D&C performs an annual anonymous Zoomerang Since the tools are not standard, it is Clarity of Feedback Tools People 2-Effeciency Set expectations for supervisor New 360 degreem feedback tool rolled out. Nahman 12/30/09 10/26/09 -- 360 tool rolled out October 1, 2009. y
and Engagement Manager workforce to identify continuous risk reduction and to High survey 2) For the past two years we have set up a unclear which tool to use at which time upward feedback. Leadership team to sign up for the process. Developing a schedule for all LT and ELT to
performance improvement opportunities. committee of staff to review and group the survey complete the 360 feedback in the next year.
results for presentation back to LT 3) Zoomerang The new 360 program mandates 360 feedback
survery results are posted on Sharepoint site 4) every 2 years instead of every 18 months.
JSAs at worksite 5) Informal ELT discussions with
staff 6) Crew Engagements 7) Line-by-line
procedure reviews 8) After-Action Reviews 9)
Lessons Learned discussions 10) Risk Reduction
and Performance Improvement Opportunity
discussions 11) Peer Assists/Peer Reviews 12)
HAZIDs 13) BtB Process
1.6.6 Leadership Communication Technology Develop a Local Operating Management System Handbook Level 2 4-Moderate 1) D&C LOMS Handbook will be developed prior to No D&C LOMS Manual has been Develop LOMS Manual OMS 3-Basics/BP Implement OMS LOMS Manual development in progress. Jassal 10/30/09 11/20: Complete. Local OMS Handbook y
and Engagement Manager and communicate the contents to the workforce. to High move to MOC (transition to OMS) 2) D&C already developed completed.
has a "Way We Work" document
1.6.7 Leadership Communication Technology Require leaders to seek feedback at defined intervals on Level 3 4-Moderate 1) Verbal encouragement from LT to ELT and staff Not all team leaders complete 360 All TLs Conduct 360 People 3-Basics/BP Set expectations for supervisor Schedule all team leaders to complete 360 Nahman 12/30/09 10/26/09 -- 360 tool rolled out October 1, 2009. y
and Engagement Manager their communication and engagement activities and modify to High 2) Zoomerang surveys 3) 360 Surveys done every reviews every 18 months as required upward feedback. reviews ASAP once the process opens in Developing a schedule for all LT and ELT to
them as needed. 18 months 4) Coaching engagements available 5) October complete the 360 feedback in the next year.
Formal coaching/mentoring programs 6) "BP's
Behavioral Expections" brochure discusses
behaviors for receiving feedback about management
style 7) "Managing Essentials" 8) Performance
Reviews
1.7.1 Leadership Culture HR Advisor Define and communicate the desired operating culture and Level 3 4-Moderate 1) BP Leadership Model 2) Behavioral Expectations Lack of consistent, high-quality PDP Inconsistent PDP People 3-Basics/BP Enhance supervisor to employee Launch Development for All. Address PDP Nahman 12/30/2009 10/26/09 -- Site will be launched in November. y
behaviours to the workforce; address behaviours that are to High brochure 3) Performance Management Process, discussions Discussions performance management process. issues, communicate the employee and TL There is a module on PDP discussions. We
inconsistent with the desired culture, and encourage and including mid-year and annual discussions 4) responsibility within the process. Develop a also have a separate tool kit that another HR
recognise behaviours that support it. Performance Improvement plans 5) 360 Feedback consistent PDP process. Audit/check randomly Advisor will roll out in 1Q 2010 with more
6) Career Atlases 7) Competency Framework 8) LT to insure employees feel the process is helpful, formal training on the process. In our recent
and HR meetings 9) SDDM 10) PDP reviews and effective and informative. employee feedback survey we did solicit
feedback for individuals 11) Succession planning feedback on the quality of PDP discussions to
12) Safety standdowns 13) Stop the Job 14) give us a baseline for continuous improvement
Townhalls 15) Communications from Neil Shaw in the future.
16)Reward processes in place 17) Quarterly
telecoms from Andy Ingalls 18) D&C Vision
Statement
1.7.1 Leadership Culture HR Advisor Define and communicate the desired operating culture and Level 3 4-Moderate 1) BP Leadership Model 2) Behavioral Expectations Succession planning process not Inconsistent Succession Organization Management 3-Basics/BP Develop and embed process for Sprague and Rich to use existing process, Rich 3/30/10 10/22/09 -- D&C LT will conduct a formal n
behaviours to the workforce; address behaviours that are to High brochure 3) Performance Management Process, standard/inconsistent Plng assessing and realigning formilize and communicate. Leaders to hold succession planning and critial skills
inconsistent with the desired culture, and encourage and including mid-year and annual discussions 4) organizational resources. other accountable for behaviors. assessment annually as part of its people
recognise behaviours that support it. Performance Improvement plans 5) 360 Feedback process. Plans are to hold a session before the
6) Career Atlases 7) Competency Framework 8) LT end of 1Q 2010. Target date changed from
and HR meetings 9) SDDM 10) PDP reviews and 10/30/09 to 3/30/10. 1/21/10 -- The new
feedback for individuals 11) Succession planning organization will include an organization
12) Safety standdowns 13) Stop the Job 14) capability lead to manage this process.
Townhalls 15) Communications from Neil Shaw
Statement
1.7.1 Leadership Culture HR Advisor Define and communicate the desired operating culture and Level 3 4-Moderate 1) BP Leadership Model 2) Behavioral Expectations Lack of consistent performance Inconsistent Perf People 3-Basics/BP Enhance supervisor to employee Adhere to ranking guidelines per the annual Nahman 12/30/09 10/26/09 -- Ongoing, ratings for 2009 due y
behaviours to the workforce; address behaviours that are to High brochure 3) Performance Management Process, management process Management performance management process. compensation cycle. Train team leaders on November 11th. We will stay within the
inconsistent with the desired culture, and encourage and including mid-year and annual discussions 4) effective written and verbal feedback. guidelines. Effective written and verbal
recognise behaviours that support it. Performance Improvement plans 5) 360 Feedback Complete PIP's as necessary. Communicate feedback will continue to part of team leader
6) Career Atlases 7) Competency Framework 8) LT behavioural and perfornance expectations training. A number of D&C employees have
and HR meetings 9) SDDM 10) PDP reviews and clearly and in a timely manner for employees. been through the Managing Essentials
feedback for individuals 11) Succession planning program to provide Effective Performance
12) Safety standdowns 13) Stop the Job 14) Feedback, additional managers have been
Townhalls 15) Communications from Neil Shaw nominated for the 2010 program. Oue
16)Reward processes in place 17) Quarterly expectation is that all TL's complete ME
telecoms from Andy Ingalls 18) D&C Vision course or demonstrate the competency.
Statement
1.7.1 Leadership Culture HR Advisor Define and communicate the desired operating culture and Level 3 4-Moderate 1) BP Leadership Model 2) Behavioral Expectations Inconsistent objective setting and Inconsistent Objective People 3-Basics/BP Enhance supervisor to employee Communication, training, audite of goals and Nahman 2/30/10 10/26/09 -- Future goal, audit objective setting n
behaviours to the workforce; address behaviours that are to High brochure 3) Performance Management Process, feedback for employees Setting performance management process. objectives to insure consistency. for 2010.
inconsistent with the desired culture, and encourage and including mid-year and annual discussions 4)
recognise behaviours that support it. Performance Improvement plans 5) 360 Feedback
6) Career Atlases 7) Competency Framework 8) LT
and HR meetings 9) SDDM 10) PDP reviews and
feedback for individuals 11) Succession planning
12) Safety standdowns 13) Stop the Job 14)
Townhalls 15) Communications from Neil Shaw
Statement
1.7.2 Leadership Culture HR Advisor Assess the operating culture and behaviours at defined Level 4 4-Moderate 1) 360 Feedback 2) PAS Pulse Checks 3) Inconsistent applications of tools and Incon Culture Asmnt Tools Organization Management 2-Effeciency Jassal
intervals and develop improvement plans as needed. to High Zoomerang 4) Yearly interval of Code of action plans
Conduct/Ethics Certification 5) People Agenda 6)
Lacy breakfast or lunch with employees 7) Safety
Pulse Checks 8) OMS Gap Assessment process 9)
One LT visit per rig per month 10) SOC trending to
assess culture 11) In-town reviews 12) Bi-weekly
meetings with rig from office to discuss safety via
telecom
Conformance Risk
Rating Ranking
2.1.1 Organization Organization Drilling Document and implement an organization structure aligned Level 4 5-High 1) Contained within: D&C Organization Transition Current process does not consider future Org Changes in Resource Organization Management 2-Effeciency Develop and embed process for Rich
Structure Engineering to manage entity business and operating processes. White Paper, the "Way We Work" document, 2008 organization transitions and changes Plng assessing and realigning
Manager Organizational MoC's 2) All are accessible via D&C organizational resources.
Sharepoint Sites 3) R&R 1-pagers 4) Rollouts to
different assets/teams 5) Posters with photos 6)
2008 Reorg. of D&C from asset-based to function-
based organization 7) RACI chart for all in new
organization 8) Transitioning to new SAP people
system
2.1.2 Organization Organization Drilling Establish clear line reporting relationships ensuring leaders Level 4 5-High 1) Contained within: D&C Organization Transition Potential span of control risk Span of Control Organization Management 2-Effeciency Develop and embed process for Sprague and Rich to establish Span of Control Rich 10/30/09 10/22/09 -- Closed out. Team leader will y
Structure Engineering have a manageable span of control, and BP employees have White Paper, the "Way We Work" document, 2008 assessing and realigning and communicate. review and realign teams to meet span of
Manager a clear understanding of their roles, accountabilities and Organizational MoC's 2) 1-pager of R&Rs for each organizational resources. control recommendations as part of their core
objectives. position 3) Individuals' annual performance responsibility.
contracts 4) RACI charts
2.1.2 Organization Organization Drilling Establish clear line reporting relationships ensuring leaders Level 4 5-High 1) Contained within: D&C Organization Transition Some resources that impact D&C are not Resources Outside D&C Organization Management 2-Effeciency Develop and embed process for Rich
Structure Engineering have a manageable span of control, and BP employees have White Paper, the "Way We Work" document, 2008 under D&C control (e.g., Subsurface, assessing and realigning
Manager a clear understanding of their roles, accountabilities and Organizational MoC's 2) 1-pager of R&Rs for each PSCM) organizational resources.
objectives. position 3) Individuals' annual performance
contracts 4) RACI charts
2.1.2 Organization Organization Drilling Establish clear line reporting relationships ensuring leaders Level 4 5-High 1) Contained within: D&C Organization Transition Still some confusion and poor Responsibility Confusion Organization Management 2-Effeciency Develop and embed process for Finalization of two process standards will Jassal 6/30/10 9/20/09: Will review the GFO "0" inputs with n
Structure Engineering have a manageable span of control, and BP employees have White Paper, the "Way We Work" document, 2008 communication around responsibilities creating achievable performance accomplish: LTP process refresh , and AFE the D&C LT on 30 September. GFO"0" will
Manager a clear understanding of their roles, accountabilities and Organizational MoC's 2) 1-pager of R&Rs for each targets. process form the basis of what we will be measured
objectives. position 3) Individuals' annual performance against next year. Need to schedule a refresh
contracts 4) RACI charts of the LTP process as well as establish dates
and accountabilities for the AFE process
development. 14 Jan 10 - D&C LT
met on 1 Dec to review the plan for 2010.
Another session including the new D&C VP is
planned for 15 December to review the 2010
GFO "0" and agreee and assign priorities and
milestones for 2010. Updated and aligned
AFE process is being drafted along with a
standard fgor one papgers for items going to
RCM for approval.
2.1.3 Organization Organization Drilling Allow functional experts access to entity leaders and Level 3 4-Moderate 1) The D&C Risk Management Plan, in conjuction D&C Risk Management Plan is not Finalize Risk Mgt Plan Risk Management 3-Basics/BP Develop and implement Allow access of completed plan and risk Rich 8/30/09 8/14/09 -- In place per Thierens. Plan is y
Structure Engineering independent access to their functional leadership to discuss to High with the yet-to-be-implemented Wells Advisory finalized comprehensive Risk Management information. subject to scrutiny from Segment Risk
Manager operating risk concerns. Meeting (WAM), will facilitate transparency of risk Plan Authority for D&C ( Hugh Williamson ). There
from top to bottom and across the organization. is a very well established internal (to SPU) and
2)EA-TA structure in place and ensures access
external (Segment) review protocol in place
between SPU and funct. 3) MCPC has mandatory and being used and documented for critical
reviews at segment level through Discipline VPs on and non critical D&C projects where risks are
Cat. 1 projects and self-verification on Cat. 2 clearly identified. Segment ( TVP for D&C )
projects. 4) Wells Director and Wells VP meet has asked for a demonstration of the GOM
quarterly with Segment LTP (Annual Wells Mgrs. Risk Management plan in November 2009.
meetings and bi-monthly teleconferences).
5)Organizational structure w/ engineer mgrs and
operations mgrs provides independent risk
verification. 6) Open Talk mechanism, Ombudsman
program available to employees
2.1.3 Organization Organization Drilling Allow functional experts access to entity leaders and Level 3 4-Moderate 1) The D&C Risk Management Plan, in conjuction WAM has not been implemented Implement WAM Organization Management 3-Basics/BP Jassal
Structure Engineering independent access to their functional leadership to discuss to High with the yet-to-be-implemented Wells Advisory
Manager operating risk concerns. Meeting (WAM), will facilitate transparency of risk
from top to bottom and across the organization.
2)EA-TA structure in place and ensures access

between SPU and funct. 3) MCPC has mandatory
reviews at segment level through Discipline VPs on
Cat. 1 projects and self-verification on Cat. 2
projects. 4) Wells Director and Wells VP meet
quarterly with Segment LTP (Annual Wells Mgrs.
meetings and bi-monthly teleconferences).
5)Organizational structure w/ engineer mgrs and
operations mgrs provides independent risk
verification. 6) Open Talk mechanism, Ombudsman
program available to employees
2.1.4 Organization Organization Drilling Identify activities to be carried out by contractors and other Level 4 3-Moderate 1) Contained within the "Way We Work" document Inconsistency in CAM process/sector Inconsistent CAM/SS Contractor Interface 2-Effeciency Rich
Structure Engineering parties and provide BP resources to manage the and supported by the Well Services Organization 2) specialists Process
Manager interfaces. Clear accountability exists with Ops Managers to
manage rig contractors 3) Ops managers and TLs in
office manage office-based contractors 4) PSCM 5)
Functional reviews 6) Oversight by an account
manager
2.2.1 Organization People and Performance Implement and maintain a people resourcing strategy to Level 2 3-Moderate 1) Functional organization and the existence of a No resourcing strategy written or People Resourcing Strategy Organization Management 3-Basics/BP Develop and embed process for Finding is inocrrect -- strategy exists reference Rich
Competence Manager meet the current and anticipated needs of the business and healthy contract population are hugely helpful in communicated assessing and realigning DE and CE Staffing Strategy Document.
which assigns accountabilities for recruitment, selection and managing uncertainty in strategic business plans 2) organizational resources.
retention of personnel. While Resource Accountabilities are fairly clear, they
are not clearly documented or communicated 3)
LTP includes People Forecast populated in the RPD,
refreshed annually. 3) Managed move process
within function supported by DoC. 3) PDPs inform
candidate pool. 4) Have RPD for tracking
headcount. 5) The Way we Work document
addresses organization.
2.2.2 Organization People and Performance Define required competencies and training for roles to be Level 3 3-Moderate 1) Well Site Leader competencies defined (some 2.2.2.1: No single register for D&C Single Critical Job Register People 1-Excellence Publish the training registry in VTA. Plan Nahman 12/30/10
Competence Manager filled by BP employees, including any legally required work left for "Completions WSLs") 2) CE and DE are critical jobs exists courses. Communicate requirements and train
training. 2.2.2.1 Identify posts where jobholder progressing well with plans to roll out globally in fall employees in a timely manner.
competencies and proficiency can significantly impact HSE 2010 through D&C function. GoM is supporting; but
or operating integrity ("critical jobs"). Develop and maintain will need implementation plan 3) "Competency On
a register of those jobs. Line" - to be updated with new competency criteria.
COL is being used by Challengers and by Well Site
Leaders of the Future. Definitions are being used,
but the scoring or grading typically is not useful and
needs to be updated 4) Challenger process robust
through DAPS, structured program, well-used 5)
Also Well Site Leaders of the Future program is
robust, structured and well-used
2.2.2.1: a) EAs and TAs identified and in place,
reviewed, formal process in place b) Well Site
Leaders in place, competency testing, considered
safety critical c) D&C Engineering competencies
being refreshed d) Specific training requirements for
jobs are identified e) VTA identifies and tracks
individuals' training status, e.g., well control
Conformance Risk
Rating Ranking
2.2.2 Organization People and Performance Define required competencies and training for roles to be Level 3 3-Moderate 1) Well Site Leader competencies defined (some The refresh of segment-level Competency Frmwrk People 1-Excellence Implement Segment Competency Link the competency framework to the new Nahman 6/30/10 10/26/09 -- Initially the Development for All n
Competence Manager filled by BP employees, including any legally required work left for "Completions WSLs") 2) CE and DE are competency framework is incomplete Refresh Assurance Framework Development for All Website. site will have links to Functional Leaders,
training. 2.2.2.1 Identify posts where jobholder progressing well with plans to roll out globally in fall SDDM contacts and the basics around D&C
competencies and proficiency can significantly impact HSE 2010 through D&C function. GoM is supporting; but competencies. As the function develops more
or operating integrity ("critical jobs"). Develop and maintain will need implementation plan 3) "Competency On sophisticated tools, these may be linked to the
a register of those jobs. Line" - to be updated with new competency criteria. Development for all site.
2.2.2 Organization People and Performance Define required competencies and training for roles to be Level 3 3-Moderate 1) Well Site Leader competencies defined (some Completions Well Site Leader Compl WSL Competencies People 3-Basics/BP Implement Segment Competency Work with Ken Tucker, Keith Daigle and John Nahman 3/30/2010 10/26/09 -- This is a function deliverable. y
Competence Manager filled by BP employees, including any legally required work left for "Completions WSLs") 2) CE and DE are competencies not defined and integrated Assurance Framework Smart to formalize the program. Jennifer to work with the discipline to insure
training. 2.2.2.1 Identify posts where jobholder progressing well with plans to roll out globally in fall with existing programs these things are complete. Ken Tucker and
competencies and proficiency can significantly impact HSE 2010 through D&C function. GoM is supporting; but Mike Wise have completed extensive work in
or operating integrity ("critical jobs"). Develop and maintain will need implementation plan 3) "Competency On this area on competencies and the 10 year
a register of those jobs. Line" - to be updated with new competency criteria. plan.
2.2.3 Organization People and Performance Assess BP employees on entry into safety and production Level 2 3-Moderate 1) See 2.2.2 comments 2) Competencies need to be 2.2.3.1: Learning Progression Maps and Lrng Progrssn Map Refresh People 1-Excellence Enhance supervisor to employee Work with the organization capability tags and Nahman 6/30/10 10/26/09 -- Will work with Tucker to make sure n
Competence Manager critical roles, and at defined intervals thereafter, against the defined and in place prior to plans to close gaps 3) D&C Curriculum not yet refreshed performance management process. the training group to develop a training plan. this is complete.
required competencies for their role, record assessments, Most DE and CE roles assumed "production-critical"
identify any gaps, and take identified training and 4) D&C Organization is in good shape with safety
development action to close them. 2.2.3.1 Base training critical roles and training - particularly for Well Site
offers on recommended curricula from the function and Leaders 5) Performance Appraisals done semi-
involve the team leader in defining specific additional annually
training necessary to achieve required competency and 2.2.3.1: a) Production maps, training catalogs exist
proficiency levels. and are being refreshed to be a curriculum b) Team
Leaders are required to attend Managing Essentials
c) Career Atlas is being refreshed and will be rolled
out soon d) Open PDP discussions with DoC, HR,
LT involvement e) Verification comes from
presenting PDP to the LT
2.2.3 Organization People and Performance Assess BP employees on entry into safety and production Level 2 3-Moderate 1) See 2.2.2 comments 2) Competencies need to be No standard process for initial Initial Competency People 2-Effeciency Implement Segment Competency Audit the training requirements against Nahman 12/30/10 10/26/09 -- Will work with Tucker to make sure n
Competence Manager critical roles, and at defined intervals thereafter, against the defined and in place prior to plans to close gaps 3) assessment of new employees except Assessment Assurance Framework individual training history. Plan for annual, this is complete.
required competencies for their role, record assessments, Most DE and CE roles assumed "production-critical" for EA and TA roles required training to occur.
identify any gaps, and take identified training and 4) D&C Organization is in good shape with safety
development action to close them. 2.2.3.1 Base training critical roles and training - particularly for Well Site
offers on recommended curricula from the function and Leaders 5) Performance Appraisals done semi-
involve the team leader in defining specific additional annually
training necessary to achieve required competency and 2.2.3.1: a) Production maps, training catalogs exist
proficiency levels. and are being refreshed to be a curriculum b) Team
Leaders are required to attend Managing Essentials
c) Career Atlas is being refreshed and will be rolled
out soon d) Open PDP discussions with DoC, HR,
LT involvement e) Verification comes from
presenting PDP to the LT
2.2.4 Organization People and Performance Perform induction training covering HSSE and emergency Level 5 4-Moderate 1) Offshore rigs and facilities have rigorous induction 2.2.4.1: OMS not included as part of OMS New Emp Orient OMS 1-Excellence Webster to include local OMS as part of new Jassal 3/30/10 1/21/10 -- process document modified and
Competence Manager procedures for new or transferred BP employees, contractor to High in place 2) New Employee Induction Process at new employee orientation employee induction posted at 2.2.4.1
employees and visitors. 2.2.4.1 Include the local OMS as Westlake is required before new hires get a badge
part of new employee orientation. 3) Experienced hires go through "Discover BP"
program 4) Visitors to be escorted while in building
5) HSE info on badge 6) STOP, SOC used at
office
2.2.4.1: N/A to D&C, as OMS not yet in place
2.2.5 Organization People and Performance Maintain training materials and records, evaluate training Level 3 2-Low to 1) VTA Training records are maintained, but non- No clear process for documenting non- Document non-VTA training People 2-Effeciency Track and enter all training into VTA Nahman 12/30/10
Competence Manager effectiveness at defined intervals, and implement identified Moderate VTA training records are up to the individual 2) VTA training
improvements as needed. 2.2.5.1 Implementa CMAS-ican Evaluation of training effectiveness likely to be done
when migrating or upgrading the local business to an for BP at Function level with GoM support 3) Good
electronic competency assurance system. job with Challenger population 4) BP training
courses require feedback at end of course 5) DTA
courses audited by BP advisors 6) Performance
conversations, assessments of skills, evaluating
performance
2.2.5.1: N/A, as D&C does not use CMAS in GoM
2.2.5 Organization People and Performance Maintain training materials and records, evaluate training Level 3 2-Low to 1) VTA Training records are maintained, but non- Training/follow-up gaps exist for post- Post-Challenger Training People 2-Effeciency Enhance supervisor to employee Partner with training and the organizational Nahman 6/30/10 10/26/09 -- Will work with Tucker and Kathryn n
Competence Manager effectiveness at defined intervals, and implement identified Moderate VTA training records are up to the individual 2) Challenger level engineers performance management process. capability group to get non-VTA into the VTA Connor to make sure this is complete.
improvements as needed. 2.2.5.1 Implementa CMAS-ican Evaluation of training effectiveness likely to be done training/tracking system.
when migrating or upgrading the local business to an for BP at Function level with GoM support 3) Good
electronic competency assurance system. job with Challenger population 4) BP training
courses require feedback at end of course 5) DTA
courses audited by BP advisors 6) Performance
conversations, assessments of skills, evaluating
performance
2.2.5.1: N/A, as D&C does not use CMAS in GoM
2.2.6 Organization People and Performance Implement and maintain performance management and Level 5 4-Moderate 1) Performance Management processes in place and
Competence Manager career development processes to monitor and improve to High adhered to 2) Very good job with PDP fest and
individual performance and enhance contribution. feedback to engineers 3) Challenger Program
structured and in place 4) SDDM ensures the
Business Performance Management of people,
succession planning, employing and developing
staff. 5) PAS, SPU, D&C Zoomerang
Conformance Risk
Rating Ranking
2.3.1 Organization Operating Director Require members of the workforce to stop work that they Level 4 5-High 1) SPM Control of Work C1.L discusses stop work
Discipline consider unsafe or likely to cause loss of containment authority 2) Short-service employee training has an
causing damage to the environment. 2.3.1.1 Implement a element of Stop Work Authority 3) Drilling
local policy which defines the expectations to stop work that contractors also have as part of their core
is unsafe, non-compliant with environmental regulations or management systems the mandate to stop the job if
not conforming to BP requirements. unsafe 4) Stop the job issuess are reviewed at
safety meetings, recognizing individuals for taking
the time to stop unsafe work 5) Bridging documents
for SPM 6) Rig calls in the mornings 7) STOP card
observation process in place (office)
2.3.1.1: We comply with the SPU process addressed
in 2.3.1
2.3.2 Organization Operating Director Define and communicate to the workforce the consequences Level 4 4-Moderate 1) Code of Conduct 2) Annual Code of Ethics
Discipline of non-compliance with legal and regulatory requirements, to High Certification 3) Contract language requires contract
BP requirements and local operating procedures and employees to follow all laws and company policies
practices. 4) Rig meetings/reviews include consequences of
noncompliance 5) Contractors have their own
programs and policies 6) Included in offshore
orientation program (onboarding; BP license to go
offshore program)
2.3.3 Organization Operating Director Monitor workforce understanding and observance of legal Level 5 4-Moderate 1) Compliance Management System 2) D&C HSSE
Discipline and regulatory requirements, BP requirements and local to High self-assessments 3) SOC 4) Periodic CPET audits
operating procedures and practices. Apply defined 5) "Compliance Minute" featured on whiteboard on
consequences for non compliance. rig 6) MMS, USCG audits 7) S&O audits 8) Group
Defined Practice audits 9) D&C follows Progressive
discipline 10) JSEA, Operating Procedures
2.4.1 Organization Organizational Completions Share high value learnings and other lessons learned from Level 4 4-Moderate 1) Bi-weekly Barnyard, and Team meetings 2) Well No systemmatic process for including Orient to Sharing Tools Learnings/Tracking 2-Effeciency Develop and embed Prepare comprehensive lists of meetings for Sprague 2/28/10 1/21/10 -- The onboarding process pulls in new y
Learning Engineering incident or other local operating investigations and good to High Site Leader meetings 3) Annual Contractor HSE new employees in the sharing network, comprehensive event and/or best new employees. employees to understand sharing networks;
Manager operating practices with other members of BP Group. meetings 4) Engineer mobility between teams 5) e.g., how to find out about/sign up to be practice evaluation, learning, TL's include this in their induction. Closed per
Wells Managers Telecom 6) Semi-weekly Ops on specific, job-related e-mail lists sharing and tracking process to Sprague
meetings 7) D&C networks probably a bit better systematically embed
connected with lessons sharing globally through Com improvements.
Ex Network 8) Good job with HSSE reports and
distribution, e.g. GoM LL sharing
http://gom.bpweb.bp.com/operationsandhsse/hsse/le
ssonslearned/Pages/IncidentsandLearning.aspx 9) Bi-
monthly HSE performance reviews with drilling
contractors 10) GoM D&C has in place a Post Well
Review Recommended Practice that captures
variances and Lessons Learned 11) Implementation
plans are identified 12) Team Link is used as a D&C
standard tool for capturing Lessons Learned 13)
Technical Limit process and workshops are part of
the standard D&C BtB process 14) Use output from
PWR
2.4.2 Organization Organizational Completions Benchmark good operating practices from across the BP Level 5 4-Moderate 1) D&C function using global benchmarks (days/10K,
Learning Engineering Group and/or external sources to identify opportunities for to High day/completion) 2) Intervention uses WETS 3)
Manager risk reduction and operating performance improvement. Widely distributed reports and metrics for HSSE 4)
Purple Book is a performance benchmarking book
5) D&C networks 6) DWOG, CWOG 7) Rushmore
Benchmarking
2.4.3 Organization Organizational Completions Prioritise and incorporate into the local OMS specific Level 2 4-Moderate 1) Embedding HSSE Lessons Learned through No process exists to prioritize Prioritize Learnings Learnings/Tracking 3-Basics/BP Develop and embed Handoff to Tink HSSE Committee. Need to Tink 10/30/09 1/18/10 -- responsibility to Tink from Sprague n
Learning Engineering improvement opportunities identified through self to High formal process 2) Global high-value HSSE learnings opportunities and learnings universally comprehensive event and/or best enable ELT collective priorities/review at per Rich
Manager assessments, audits, annual management reviews, project 3) LT has developed collective priorities for 2009 across the broader organization practice evaluation, learning, Townhall HSE plan
reviews, incident investigations, high value learnings and sharing and tracking process to
benchmarked good practice. systematically embed
improvements.
2.5.1 Organization Working with Rigs and Wells Designate BP employee and contractor employee roles Level 4 4-Moderate 1) Employee Roles and Responsibilites documents
Contractors Services Manager which have accountability for the management of contracts, to High for PSCM and D&C personnel are established 2)
the safety of the contractor employees and the safety of their Each contract is assigned to a specific PSCM 3)
work activity. Some D&C subsector specialists are assigned 4)
Supplier Business Plans (under development) 5)
GoM D&C Sharepoint Site on Well Services/PSCM
(Contract Briefings) 6) Per NAWS Master contract -
see Section 2, General Conditions of Contract,
Definitions (responsibilities delineated) 7) PSCM
Contract Specialists have responsibility to issue and
maintain current contracts 8) Wells Team Leaders
and BP field personnel monitor contractor employee
work safety activity 9) CPET Committee audits the
safety management systems of contractors to ensure
documentation and implementation of programs 10)
Contractors are explained the HSSE requirements
before execution of contracts 11) Drilling
Contractors' HSSE Steering Committee manages
ongoing HSE peformance of operations 12) BP's
Code of Conduct is applied which covers: health,
safety, security and the environment; employees;
business partners; governments and communities;
company assets and financial integrity
2.5.2 Organization Working with Rigs and Wells Implement a process to screen and select contractors based Level 4 5-High 1) NAWS Project RFPs (T&Cs, Scope of Work
Contractors Services Manager on a combination of their capability, contractor employee documents) and Bid Evaluation Sheets 2) GoM
competency, financial viability and HSSE performance, Prequalification Process 3) BP lead interviews of
taking into account the technical, commercial and HSSE potential contractors 4) CVs of Contractors 5) Use
risks of the specific work. of SPM, GWSI Scorecards 6) Semi-annual
Performance Reviews 7) Contractor Performance
Evaluation Team (CPET) Process is utilized to
review contractors to verify existence and
implementation of safety management systems
programs 8) Sampling of contractor training records
is taken to verify that required training is taking place
to complete competencies 9) Contractor's industry
and BP GoM TRIR are reviewed to compare to
minimum thresholds 10) Scope of Work is rated to
determine level of risk that is being created 11)
Contracts tracked via red-yellow-green system, and
monthly reports are generated for PSCM leadership
12) BP's Code of Conduct is applied, which covers:
health, safety, security and the environment;
employees; business partners; governments and
communities; company assets and financial integrity
Conformance Risk
Rating Ranking
2.5.3 Organization Working with Rigs and Wells Define contractually and inform contractors of the entity’s Level 4 4-Moderate 1) The HSSE requirements contract exhibit is
Contractors Services Manager HSSE requirements for the services and equipment to be to High attached to contract and signed off by contractor 2)
provided, the scope of work of the contract and identified Additional HSSE requirements, those that apply due
boundary conditions. to scope of work, are accepted by contractor by
initialing next to that specific HSSE requirement 3)
Contractors are required to hold subcontractors to
same BP HSSE requirements followed by contractor
4) There are specific training requirements for
specific required training, tracked by Operations
personnel and VTA training department 5) (Section
7-HSSE), Joint Buisness Plans address HSSE
Requirements/Goals 6)
http://gom.bpweb.bp.com/operationsandhsse/hsse/sa
fety/cpet/Pages/default.aspx
7) BP's Code of Conduct is applied which covers:
health, safety, security and the environment;
employees; business partners; governments and
communities; company assets and financial integrity
2.5.4 Organization Working with Rigs and Wells Contractually require contractors to communicate the entity’s Level 4 4-Moderate 1) BP contracts stipulates per Exhibit "D" HSSE &
Contractors Services Manager HSSE requirements to their employees and subcontractors to High Environmental requirements 2) Bridging documents
and demonstrate that they follow them. 2.5.4.1 Confirm established with drilling contractors that define which
that contractor and subcontractor personnel receive a site or requirements apply (BP's or contractor's) 3) CPET
project-specific induction that highlights BP's HSSE audits confirm demonstration 4) HSSE
expectations, site hazards, and compliance tasks to be Requirements Contract Exhibit states that
accomplished by them. Require contractor and contractors must meet HSSE requirements and
subcontractor personnel to confirm in writing that they have contractor shall ensure that any subcontractor it
received and accept their obligations. Assign accountability employs also meet these requirements 5) Audit
to a BP representative to confirm that the contractor report checks to ensure that contractor is
satisfactorily completes compliance tasks. communicating HSSE requirements to employees
and to subcontractor employees 6) Audit reports
check to see that contractor HSSE staff is
communicating contractor HSSE goals to employees
7) BP employees check onsite activities of contractor
employees to stress adherence to safety rules
2.5.4.1: a) BP - License to go offshore (6-in-1),
TWIC and Safe-Gulf required for all, and screened
for at helibase b) Facility (onsite) induction c)
DWOPs and CWOPs prior to project
2.5.5 Organization Working with Rigs and Wells Contractually require contractors to confirm at defined Level 4 4-Moderate 1) Under the audit clause in BP's MSA, company can
Contractors Services Manager intervals that their employees are competent and their to High request, inspect, and audit financial information,
equipment is fit for service, and their work is carried out in technical documents, performance records, etc. 2)
compliance with entity requirements. Implement IM Accountability in Contract per Section
5, rev. D document 3) Wells Team Leaders and BP
field personnel monitor contractor employee work
activity safety 4) Periodic reviews by CPET are via
HSSE audits on a three-year cycle and a twelve-
month cycle when there are audit findings that need
to be followed to closure
2.5.6 Organization Working with Rigs and Wells Evaluate contractor performance at defined intervals to Level 4 5-High 1) Currently hold Performance Reviews twice a year Currently, the GWSI system is inefficient GWSI Inefficient Contractor Interface 2-Effeciency Rich
Contractors Services Manager provide feedback, lessons learned and a basis for improving 2) Done intentionally for 80% of our spend 3) Utilize and inconsistent; working to refresh SPM
future contractor selection and performance. GWSI scorecard system to provide job performance system
feedback for local and Global reviews 4) CPET
process audit review is the system used to document
contractor compliance with BP HSSE requirements
5) Safety performance is reviewed weekly by CPET
to see if any contractors have experienced any
safety incidents, HIPOs, or have been involved in
any major incident announcements 6) Audit report
grading scale ranges from 1 to 5 (5 being the best
score), and audit report and findings are presented at
CPET meetings that are attended by personnel from
Operations, PSCM and HSSE 7) Based on audit
results, TRIR safety performance and Sector Leader
input, a HSSE status is assigned to the contractor
that was audited
2.5.6 Organization Working with Rigs and Wells Evaluate contractor performance at defined intervals to Level 4 5-High 1) Currently hold Performance Reviews twice a year Suppliers don't own our NPT to meet our Supplier NPT Ownership Contractor Interface 2-Effeciency Rich
Contractors Services Manager provide feedback, lessons learned and a basis for improving 2) Done intentionally for 80% of our spend 3) Utilize requirements
future contractor selection and performance. GWSI scorecard system to provide job performance
feedback for local and Global reviews 4) CPET
process audit review is the system used to document
contractor compliance with BP HSSE requirements
5) Safety performance is reviewed weekly by CPET
to see if any contractors have experienced any
safety incidents, HIPOs, or have been involved in
any major incident announcements 6) Audit report
grading scale ranges from 1 to 5 (5 being the best
score), and audit report and findings are presented at
CPET meetings that are attended by personnel from
Operations, PSCM and HSSE 7) Based on audit
results, TRIR safety performance and Sector Leader
input, a HSSE status is assigned to the contractor
that was audited
3.1.1 Risk Risk Assessment Director Develop and then update at least annually an entity level risk Level 3 5-High 1) D&C teams produce risk registers either using BP- There are inconsistencies across the CPOL Coord Inconsistency Risk Management 3-Basics/BP Develop and implement Create a standard risk register format. Rich 12/30/09 11/19/09 -- On track. The Risk Management y
and Management register which considers hazards and risks relating to RAT or using one of a number of different Excel- teams/CPOL Coordinators in the way comprehensive Risk Management Standardize the risk management process and Plan will provide the guidance. 1/21/10 --
operating performance. The risk register shall include the based spreadsheets 2) Registers do include risks risk registers are produced and Plan the risk management tool throughout the D&C Thierens to Rich. RMP/BPRAT process now
assessed impact and probability for each identified entity associated with operating performance, risk managed, e.g. formats, variety of function. in place for consistency. Closed per Rich
level risk and identify plant, process, people and reduction measures and pre-response impacts and different tools
performance risk reduction measures that are in place to probabilities for each identified risk 3) Some
manage those risks. 3.1.1.1 Document and implement a registers also include post-response impacts 4)
major hazards risk management policy. Registers are updated regularly by the teams and
part of the CVP stage-gate process with the process
facilitated by the common process coordinators 5)
Annual reporting to London by SPU - D&C will feed
into that reporting
3.1.1.1: We are following the SPU major risk
management policy
Conformance Risk
Rating Ranking
3.1.1 Risk Risk Assessment Director Develop and then update at least annually an entity level risk Level 3 5-High 1) D&C teams produce risk registers either using BP- There is limited (to no) aggregation of Aggregation of Risk Risk Management 3-Basics/BP Develop and implement Develop and incorporate aggregation feature Rich 12/30/09 11/19/09 -- On track. Aggregation feature has y
and Management register which considers hazards and risks relating to RAT or using one of a number of different Excel- risks comprehensive Risk Management within BP RAT to support the aggregation of been developed and will be incorporated within
operating performance. The risk register shall include the based spreadsheets 2) Registers do include risks Plan risks across projects and assets. BP RAT. Developed but further review
assessed impact and probability for each identified entity associated with operating performance, risk planned (qualitative vs. quantitative
level risk and identify plant, process, people and reduction measures and pre-response impacts and assessments). 1/21/10 -- Thierens to Rich.
performance risk reduction measures that are in place to probabilities for each identified risk 3) Some RMP/BPRAT process now in place to
manage those risks. 3.1.1.1 Document and implement a registers also include post-response impacts 4) aggregate risk. Closed per Rich
into that reporting
management policy
3.1.1 Risk Risk Assessment Director Develop and then update at least annually an entity level risk Level 3 5-High 1) D&C teams produce risk registers either using BP- Not all risks are captured or addressed, All Risks Captured Risk Management 3-Basics/BP Develop and implement Assure evaluation of all risks and capture as Rich 12/30/09 11/19/09 -- on track. Standard risks y
and Management register which considers hazards and risks relating to RAT or using one of a number of different Excel- e.g., IM, MAR comprehensive Risk Management necessary within the new risk management developed. All risks are being captured within
operating performance. The risk register shall include the based spreadsheets 2) Registers do include risks Plan plan. Use Standard Risk to help ensure all risk the new RMP. Guidance document is being
assessed impact and probability for each identified entity associated with operating performance, risk types are considered. worked now. 1/21/10 -- Thierens to Rich.
level risk and identify plant, process, people and reduction measures and pre-response impacts and RMP/BPRAT process now in place to address
performance risk reduction measures that are in place to probabilities for each identified risk 3) Some all risk. Closed per Rich
into that reporting
management policy
3.1.1 Risk Risk Assessment Director Develop and then update at least annually an entity level risk Level 3 5-High 1) D&C teams produce risk registers either using BP- No common standard benchmark for risk Standard Risk Comparison Risk Management 3-Basics/BP Develop and implement Address leveling and comparison of risks and Rich 12/30/09 11/19/09 -- On track. Mechanism incorporated y
and Management register which considers hazards and risks relating to RAT or using one of a number of different Excel- comparison/levelling; no standard comprehensive Risk Management their aggregated impact on the SPU within the in process and tool. Guidance document is
operating performance. The risk register shall include the based spreadsheets 2) Registers do include risks guideline exists Plan new risk tool and management process. being worked now. 1/21/10 -- Thierens to
assessed impact and probability for each identified entity associated with operating performance, risk Rich. RMP/BPRAT process now in place to
level risk and identify plant, process, people and reduction measures and pre-response impacts and address levelling/consistency. Closed per
performance risk reduction measures that are in place to probabilities for each identified risk 3) Some Rich
into that reporting
management policy
3.1.1 Risk Risk Assessment Director Develop and then update at least annually an entity level risk Level 3 5-High 1) D&C teams produce risk registers either using BP- Nonexistent D&C common risk register Common Risk Register Risk Management 3-Basics/BP Develop and implement Develop D&C risk register to capture high level Rich 12/30/09 11/19/09 -- on track. 1/21/10 -- Thierens to y
and Management register which considers hazards and risks relating to RAT or using one of a number of different Excel- (bottoms up) comprehensive Risk Management D&C risks Rich. RMP/BPRAT process now in place to
operating performance. The risk register shall include the based spreadsheets 2) Registers do include risks Plan capture high level risks. Closed per Rich
assessed impact and probability for each identified entity associated with operating performance, risk
level risk and identify plant, process, people and reduction measures and pre-response impacts and
performance risk reduction measures that are in place to probabilities for each identified risk 3) Some
into that reporting
management policy
3.1.2 Risk Risk Assessment Director Develop and then update at least annually an entity level risk Level 2 5-High 1) Communication of risk reduction measures is There are inconsistencies across the Risk Communication Risk Management 3-Basics/BP Develop and implement Communicate risks to all stakeholders through Rich 12/30/09 11/19/09 -- Complete. Transparency of risks is y
and Management register which considers hazards and risks relating to achieved through a number of methods ranging from teams on how risks and risk reduction comprehensive Risk Management enhancements to the BP RAT tool and through achieved through BP RAT.
operating performance. The risk register shall include the stage gate meetings during the planning process, measures are communicated to the Plan the use of BowTies for MARs.
assessed impact and probability for each identified entity regular project team meetings, one-on-one meeting various levels of the organization, e.g.
level risk and identify plant, process, people and between the risk champion and the risk owner to offshore teams, limited use of BowTies,
performance risk reduction measures that are in place to sending out risk updates to the teams 2) BowTies not all risks captured by teams (MAR)
manage those risks. 3.1.1.1 Document and implement a have been used to communicate MAR risks to the and MODU Operations, engagement of
major hazards risk management policy. drilling contractor operating the rigs on BP platforms drilling contractor
3) Root Cause Failure Analysis - putting standards
around risks (e.g., lessons learned one-pagers;
incident reports; ad hoc task groups; RCFAs)
3.1.2 Risk Risk Assessment Director At least annually communicate the importance of the risk Level 2 5-High 1) Communication of risk reduction measures is The communication of risk reduction Risk Reduction Comm Risk Management 3-Basics/BP Develop and implement Enhance the BP RAT tool and use new Rich 12/30/09 11/19/09 -- complete. Capability of mapping y
and Management reduction measures put in place to manage the identified achieved through a number of methods ranging from methods is not clear and there is no comprehensive Risk Management standardized reports to achieve communication on 8x8 matrix and the 4x4 matrix.
entity level risks, and the reasons for them, to those stage gate meetings during the planning process, guideline in place Plan of risk reduction.
members of the workforce who apply them and to those regular project team meetings, one-on-one meeting
members of the workforce who may be affected by the between the risk champion and the risk owner to
identified entity level risks. sending out risk updates to the teams 2) BowTies
have been used to communicate MAR risks to the
drilling contractor operating the rigs on BP platforms
3.1.2 Risk Risk Assessment Director At least annually communicate the importance of the risk Level 2 5-High 1) Communication of risk reduction measures is The tools used to communicate risk and Collaborative Risk Comm Risk Management 3-Basics/BP Develop and implement Enhance the BP RAT tool and use new Rich 12/30/09 11/19/09 -- complete. Capability of mapping y
and Management reduction measures put in place to manage the identified achieved through a number of methods ranging from risk reduction measures are not comprehensive Risk Management standardized reports to achieve communication on 8x8 matrix and the 4x4 matrix.
entity level risks, and the reasons for them, to those stage gate meetings during the planning process, conducive to collabrative environments Plan and collaboration of risk reduction.
members of the workforce who apply them and to those regular project team meetings, one-on-one meeting
members of the workforce who may be affected by the between the risk champion and the risk owner to
identified entity level risks. sending out risk updates to the teams 2) BowTies
have been used to communicate MAR risks to the
drilling contractor operating the rigs on BP platforms
3.1.3 Risk Risk Assessment Director At least annually update a gap assessment of the entity’s Level 2 4-Moderate 1) This is the first go-around for a gap assessment of D&C is still operating as decentralized Still Operating Organization Management 3-Basics/BP Jassal
and Management operating activities against the Group Essentials, GDPs and to High the D&C's operating activities against the group vs. a central organization Decentralized
segment, SPU and entity requirements. The gap assessment essentials, GDPs and segment requirements 2)
against the Group Essentials requires a full assessment with Each group within D&C has its own set of
a facilitator who is external to the entity when first requirements and conducts periodic assessments
transitioning to OMS and thereafter every 3 years. against these as/when a need arises
Conformance Risk
Rating Ranking
3.1.4 Risk Risk Assessment Director Use the gap assessment results to identify and prioritise Level 2 4-Moderate 1) Gap assessments results identified against the There are inconsistencies across the Inconsistent Risk Red. Risk Management 3-Basics/BP Develop and implement Provide consistency across the function for Rich 12/30/09 11/19/09 -- complete per OMS, BtB and MPcp. y
and Management opportunities for risk reduction and performance to High entity requirements are captured and recorded in D&C function in the way opportunities for Process comprehensive Risk Management managing, recording and prioritizing risks in the
improvement that can be delivered through improvements to Lessons Learned sessions 2) These lessons are risk reduction are identified, recorded Plan enhancements to BP RAT and the Risk
both the specification and application of the plant, process, incorporated into the future project phases by and prioritized Management Plan.
people and performance risk reduction measures that updating existing plans, procedures or equipment
constitute the local OMS. requirements or they are incorporated into new
projects right away

There are a variety of processes in place: 1. Some
teams use Teamlink, 2. Some teams have their own
database, 3. Lesson Learned sessions and record
items while other teams may not
3.1.4 Risk Risk Assessment Director Use the gap assessment results to identify and prioritise Level 2 4-Moderate 1) Gap assessments results identified against the There are no common guidelines that Incon Risk Asmnt Process Risk Management 3-Basics/BP Develop and implement Provide the tools to maintain common Rich 12/30/09 11/19/09 -- BP rat complete. Working on y
and Management opportunities for risk reduction and performance to High entity requirements are captured and recorded in teams can follow, nor is there a standard comprehensive Risk Management approaches in the enhanced BP RAT and the recommended practice now. 1/21/10 --
improvement that can be delivered through improvements to Lessons Learned sessions 2) These lessons are tool to manage this process Plan Risk Management Plan. Thierens to Rich. RMP/BPRAT process now
both the specification and application of the plant, process, incorporated into the future project phases by in place. Closed per Rich
people and performance risk reduction measures that updating existing plans, procedures or equipment
constitute the local OMS. requirements or they are incorporated into new
projects right away

There are a variety of processes in place: 1. Some
teams use Teamlink, 2. Some teams have their own
database, 3. Lesson Learned sessions and record
items while other teams may not
3.1.5 Risk Risk Assessment Director Identify and apply tools to assess operating risks Level 2 4-Moderate 1) Btb, MPcp are two main procedures used within Application of BtB and MPcp is varied Incon BtB and MPCP Risk Management 3-Basics/BP Develop and implement Support the common application of BtB and Rich 12/30/09 11/19/09 -- complete. Standard registers and y
and Management commensurate with the particular types of risk presented to High each D&C team to identify, assess and manage across the teams, mainly in the way Registers comprehensive Risk Management MPcp through a standard register. process in place.
operating risk 2) Each procedure contains its own registers are developed Plan
matrix for determining impacts and probabilities,
which are different from the OMS 3.1 matrix
3.1.5 Risk Risk Assessment Director Identify and apply tools to assess operating risks Level 2 4-Moderate 1) Btb, MPcp are two main procedures used within Risk assessment and prioritization is not Align Risk Asmnt to OMS Risk Management 3-Basics/BP Develop and implement Support the compliance to OMS 3.1 within the Rich 12/30/09 11/19/09 -- complete. In conformance with y
and Management commensurate with the particular types of risk presented to High each D&C team to identify, assess and manage in alignment with OMS 3.1 comprehensive Risk Management risk management plan and the enhanced tool. 3.1. Continuous improvement will include
operating risk 2) Each procedure contains its own Plan roles/responsibility, budget process and
matrix for determining impacts and probabilities, aggregation feature.
3.1.5 Risk Risk Assessment Director Identify and apply tools to assess operating risks Level 2 4-Moderate 1) Btb, MPcp are two main procedures used within No common set of reviewers for every Cnsistnt Team Risk Risk Management 2-Effeciency Develop and implement Cover guidance in the new risk management Rich 12/30/09 11/19/09 -- recommended practice is being y
and Management commensurate with the particular types of risk presented to High each D&C team to identify, assess and manage well (project) risk (levelling) Levelling comprehensive Risk Management plan. drafted. 1/21/10 -- Thierens to Rich.
operating risk 2) Each procedure contains its own Plan RMP/BPRAT process now in place to cover
matrix for determining impacts and probabilities, reviewers. Closed per Rich
3.1.6 Risk Risk Assessment Director Document risk assessments and risk management control Level 4 4-Moderate 1) Risk assessments and risk management controls There are inconsistencies across the Incon Risk Asmnt Process Risk Management 3-Basics/BP Develop and implement Create consistency in the documenting and Rich 12/30/09 11/19/09 -- recommended practice is being y
and Management measures and include them in project approval to High measures are documented by all teams 2) Within teams on how these items are comprehensive Risk Management reviewing of risks in the enhanced BP RAT, the drafted. 1/21/10 -- Thierens to Rich.
documentation. 3.1.6.1 Document and manage residual risk the projects group, these are presented at each documented and reviewed. There is a Plan risk management plan and the use of standard RMP/BPRAT process now in place to create
throughout the project cycle; Record and communicate stage gate for approval prior to proceding to the next need for a consistent procedure and reports. consistency. Closed per Rich
residual risk carried from one stage gate to another; Assign phase 3) Within operations, these are reviewed on a toolset
accountabilities for recording and communicating residual regular basis by the teams
risks at each stage gate; Confirm that projects document and 3.1.6.1.: Residual risk can be carried throughout
communicate hazards, residual risks and safeguards to be stage gates, and from engineers who go from design
managed by operations in the Operate stage of a project, to operate
prior to handover to operations.
3.1.6 Risk Risk Assessment Director Document risk assessments and risk management control Level 4 4-Moderate 1) Risk assessments and risk management controls No common reviewers for Cnsistnt Team Risk Risk Management 2-Effeciency Develop and implement Cover guidance in the new risk management Rich 12/30/09 11/19/09 -- recommended practice is being y
and Management measures and include them in project approval to High measures are documented by all teams 2) Within validation/characterization of risks Levelling comprehensive Risk Management plan. drafted. 1/21/10 -- Thierens to Rich.
documentation. 3.1.6.1 Document and manage residual risk the projects group, these are presented at each (levelling) Plan RMP/BPRAT process now in place to address
throughout the project cycle; Record and communicate stage gate for approval prior to proceding to the next levelling/consistency. Closed per Rich
residual risk carried from one stage gate to another; Assign phase 3) Within operations, these are reviewed on a
accountabilities for recording and communicating residual regular basis by the teams
risks at each stage gate; Confirm that projects document and 3.1.6.1.: Residual risk can be carried throughout
communicate hazards, residual risks and safeguards to be stage gates, and from engineers who go from design
managed by operations in the Operate stage of a project, to operate
prior to handover to operations.
3.2.1 Risk Personal Safety HSSE Manager Systematically identify personal safety hazards, assess risk, Level 4 5-High 1) D&C rig-based operations follow the drilling
and implement and maintain plant, process, people and contractors' safety management system which is
performance risk reduction measures identified as necessary bridged to the GoM Safe Practices Manual (SPM)
to manage the risk, and use as an input to the entity risk and safety requirements of DWOP 2) Contractors
register. Personal safety hazards include but are not limited have risk assessment process procedures that are
to breaking containment, working at heights, confined space tiered according to risk of the operation 3) D&C
entry, energy isolation, ground disturbance, power tools, intervention operations use the policies and
electrocution, cranes and other lifting devices. 3.2.1.1 procedures within the SPM and safety requirements
Engage the workforce in the identification, assessment and of DWOP 4) A self-verification process is in place to
mitigation of safety-related hazards through a documented assess contractors' compliance with their
process; Assess the engagement process at a frequency set management system and the additional
by the local business and implement corrective actions as requirements mandated in the bridging document 5)
appropriate. This is our first run-through for this 6-month cycle,
and adjustments will be made as necessary 6) "8
Golden Rules" are visible at rig and at safety
meetings
3.2.1.1 a) JSEAs or equivalent - contractors and BP
each have process b) "Hazard Hunt" processes on
rigs c) Some rigs use safety committees with broad
representation d) Local and external Lessons
Learned are reviewed during weekly safety meetings
3.2.2 Risk Personal Safety HSSE Manager Implement and maintain a behaviour-based safety process Level 4 5-High 1) Each drilling operation has a behavioral-based Inconsistent trending review of various BBS Trending Learnings/Tracking 1-Excellence Develop and embed Handoff to Tink HSSE Committee. Make SOC, Tink 10/30/09 1/18/10 -- responsibility to Tink from Sprague n
to continually improve operating behaviours through safey process established 2) Observations are BBS processes on a regular basis with comprehensive event and/or best etc. visible to wider organization. per Rich
observation, recording and coaching. 3.2.2.1 Implement the documented, actions are acted on and trending GoM-wide sharing practice evaluation, learning,
Safety Observations & Conversations (SOC) program. established 3) BP personnel on drilling rigs use the sharing and tracking process to
BP Safety Observation Conversation process 4) systematically embed
Observation/conversation are input into Tr@ction, improvements.
trends are reviewed 5) Quarterly, a GoM-wide
analysis with actions is shared with D&C leadership
6) Field and HSSE advisors are trained as SOC
coaches
3.2.2.1 - Ditto. SOC is the BP process
Conformance Risk
Rating Ranking
3.3.1 Risk Process Safety Rigs and Systematically identify process safety hazards, assess risk, Level 3 5-High 1) D&C uses the GoM Major Hazard & Risk Mgmt Need to simplify and clarify PS risk Simplify PS Risk Process Risk Management 3-Basics/BP Develop and implement Update MAH risk mitigation plans. Provide Rich 12/30/09 11/19/09 -- major hazards mitigation plans y
Operations/IM and implement and maintain plant, process, people and Policy and the SPUs efforts in PS identification, review process, communicate across comprehensive Risk Management feedback to process safety group to improve updated for 2009/10. Provided feedback to
Assurance performance risk reduction measures identified as necessary classification, and mitigation 2) D&C also uses teams, and implement. (The MAR review Plan annual revalidation exercise. PS group to imrove MAH mitigation plan
Manager to manage the risk, and use as an input to the entity risk MPcp and BtBcp guidelines to govern risk reviews; was the first of its kind for GoM under refresh.
register. Process safety hazards include but are not limited to however, both processes have different matrices 3) the new IM Standard (OMS)
sources of ignition, explosions, fires, and uncontrolled D&C Teams implement the guidelines within these requirement. The process seemed
releases of hydrocarbons, toxic chemicals, high or low processes in different fashions. Legacy risk matrices somewhat dysfunctional and strenuous,
temperature materials and stored energy. will be replaced by the single 8x8 OMS matrix 4) BP- leaving room for ongoing improvements
RAT is planned for entity use and process in both the process and volume of PS
simplification 5) RPs exist in the form of Well hazards considered.)
Control Manual, Safe Practices Manual, Safe Lifting
Guidelines, etc. 6) Casing Design Manual, Integrity
Mgmt book, BP FLUX Guidelines 7) Equipment
maintenance/frequency/testing 8) Control of Work
9) Contractors' Control of Work 10) Open Water Lift
Guidelines 11) Marine pieces such as
stationkeeping, SIMOPS, riser
inspections/ops/maintenance; etc. 12) Process
Safety Definition for D&C (Porter)
3.3.2 Risk Process Safety Rigs and Identify whether there is a potential for a major accident, and Level 5 5-High 1) D&C participated in the SPU & Asset MAR Mitigation Plan lacks visibility Risk Mitigation Visibility Risk Management 1-Excellence Develop and implement Assure MAR plan is in place and updated Rich 8/30/09 8/14/09 -- In place per Thierens. The y
Operations/IM if so, complete an assessment of the major accident risks; assessments in 2008, resulting in owning four of the comprehensive Risk Management annually (owner Dave Porter ). uncontrolled flow of hydrocarbon through loss
Assurance use identified major accident risks as input to the entity level top 24 SPU identified risks 2) Three of those risks Plan of containment is the single major accident
Manager risk register. relate to loss of well control (LoWC) on the three BP- exposure for D&C. A clearly defined Risk
owned rigs, and one relates to damage to Mitigation Plan for MAR is in place. This
infrastructure from dropped objects on TH. These addresses Competencies, Potential Risk and
were included in the SPU register and MAR roll-up to Consequence, Robustness of Barriers,
Segment and Group 3) Have an agreed Risk Contingency planning.
Mitigation Plan in place for LoWC 4) Have an Asset
RMP in place for the TH damage to infrastructure by
dropped objects
3.3.3 Risk Process Safety Rigs and Define, based on entity risks, the level of process safety and Level 4 4-Moderate 1) Have affirmed nine new Technical Authorities in
Operations/IM operating integrity expertise needed to design, construct and to High ten roles within Organization, which has considered
Assurance operate safely. Provide BP employees with access to this the level of expertise needed, with two Engineering
Manager expertise through available internal or external resources. Authorities, and communicated these new positions
and roles across Teams 2) Organization is
beginning to recognize and access TA expertise 3)
Also identified and communicated the 18 segment
TA roles 4) Identified Advisors (segment advisors -
148 roles)
3.4.1 Risk Health and HSSE Manager Systematically identify hazards including human factors in Level 2 3-Moderate 1) Employee Health Risk and Exposure Assessment Unsure how drilling contractors are Contractor IH Programs Industrial Hygiene/Health 3-Basics/BP Review Contractor IH programs for Tink
Industrial Hygiene the work environment that could harm health. These include Plan 2) Procedure in Safe Practices Manual 3) implementing IH Programs (exposure adequacy.
chemical, physical, biological, ergonomic hazards and GoM is required to go through a HealthMap exercise assessment, respiratory protection)
psychosocial factors. 3.4.1.1 Assign Industrial Hygiene (IH) annually 4) D&C - uses a bridging document 5)
competent personnel to conduct hazard identification within Well Site Leader participated in a HealthMap
the local business. 3.4.1.2 Document and regularly review workshop in Houma this year, which included drilling
hazards under normal operating conditions and for health risks 6) Audit-able information about D&C's
emergency scenarios. participation available on website 7) Workstation
ergonomic assessment is part of the Plan; managed
by WL campus program
3.4.1.1: CIH on staff
3.4.1.2: HealthMap, IH Review Process include
normal operating conditions and also emergency
response
3.4.2 Risk Health and HSSE Manager Assess exposures and risks from identified health hazards, Level 4 3-Moderate 1) Fit for Duty Program for offshore positions 2) U.S.
Industrial Hygiene and implement and maintain plant, process, people and Drug and Alcohol Policy 3) GoM Drug and Alcohol
performance risk reduction measures identified as necessary Policy 4) Employee Assistance 5) DOT-compliant
to manage them. Use this as an input to the entity risk D&A programs 6) USCG- compliant D&A programs
register. 3.4.2.1 Document applicable occupational 7) Bphit Wellness Program 8) Case Management
exposure limits (OELs) for identified IH hazards. 3.4.2.2 Process 9)Westlake Wellness Center 10) Group
Conduct quantitative workplace monitoring where potential Health & Hygiene System 11) Safe Practices
exposure levels are uncertain relative to occupational Manual 12) Employee Health Risk and Exposure
exposure limits for identified IH hazards. 3.4.2.3 Assess Assessment Plan 13) Handling of Radioactive
exposure for compliance and maintain records in accordance Sources Protection Program 14) Hazard
with local business standards and the Group Reporting Communication Program 15) Hearing Conservation
Practice. 3.4.2.4 Document and implement IH nazard Program 16) Potable Water Procedure 17)
control programs when there is the potential for exposures Respiratory Protection Program 18) Bloodborne
above applicable exposure limits. 3.4.2.5 Report actual or Pathogens Exposure Control Plan 19) Sewage and
potential exposures in excess of established exposure limits Blackwater Treatment Procedure 20)Benzene
in accordance with local business reporting procedures: Program 21) BP-owned rigs include IH monitoring
Conduct a management review upon identification of actual for all rig employees 22) MODUs conduct periodic
or potential exposures in excess of established limits; monitoring on an ad hoc basis 23) Onshore uses the
Involve medical staff in evaluating the need for medical Westlake ergonomic program
surveillance in the event of actual or potential exposures in 3.4.2.1: All reports include OELs
excess of established limits. 3.4.2.6 Communicate via local 3.4.2.2: a) Audits performed every three years
leadership the results of monitoring, and applicable related utilizing quantitative monitoring b) Additional ad hoc
recommendations, to those that are potentially impacted. requests (as needed)
3.4.2.3: Every report's exposure results are
maintained in Global Health and Hygiene System
and filing system
3.4.2.4: Examples of documented control problems:
H2S contingency plans; hearing protection program;
ammonia in mud on Bob Palmer; radioactive tracer
management procedure
3.4.2.5: a) Report through Traction b) Global
Health and Hygiene System document exposure c)
3.4.3 Risk Health and HSSE Manager Implement and maintain exposure assessment programmes Level 4 3-Moderate 1) Employee Health Risk and Exposure Assessment
Industrial Hygiene to monitor the effectiveness of risk reduction measures to Plan 2) Handling of Radioactive Sources Protection
eliminate or manage exposures to identified health Program 3) Hazard Communication Program 4)
hazards. Hearing Conservation Program 5) Potable Water
Procedure 6) Group Health and Hygiene System 7)
Noise is controlled and monitored systematically as it
is a key risk for drilling 8) Risk-based programs are
systematic
3.4.4 Risk Health and HSSE Manager Define fitness for task requirements for identified tasks Level 4 3-Moderate 1) Fit for Duty Program for offshore positions 2)
Industrial Hygiene where fitness is needed for the safety and health of the Bphit Wellness Program 3) Case Management
individual or to deliver safety and production critical Process 4) Westlake Wellness Center
operating activity. Assess BP employees against the fitness
for task requirements for their role, record assessments,
identify any gaps, and take action to close them.
3.4.5 Risk Health and HSSE Manager Implement and maintain risk based programmes to promote Level 5 4-Moderate 1) U.S. Drug and Alcohol Policy 2) GoM Drug and
Industrial Hygiene and monitor that individual performance of members of the to High Alcohol Policy 3) Employee Assistance 4) DOT-
workforce is not impaired by drugs and alcohol. compliant D&A programs 5) USCG-compliant D&A
programs
Conformance Risk
Rating Ranking
3.4.6 Risk Health and HSSE Manager Implement and maintain health surveillance programmes to Level 4 3-Moderate 1) Group Health and Hygiene System 2) Respiratory
Industrial Hygiene monitor the health of BP employees who may be exposed to Protection Program 3) Hearing Conservation
known work place health risks. Program 4) Pulmonary Function Testing 5)
Emergency Evacuation Plan (offshore) 6) Medics
onboard rigs that engage with the people before
emergencies happen 7) Bphit wellness program for
all offshore and onshore personnel 8) Medic collects
medical information about BP personnel upon arrival
at the rig, including medications and current health
status per Medicines and Reporting Policy
9)http://docs.bpweb.bp.com/dkgom/custom/dk/dk_vi
ew_content.jsp?strFunction=hse&objectid=0900a885
8004d204&path=/us_wl_dk_gom_hse:/content/hsse
ms/gom_unified/UPS-US-SW-GOM-HSE-DOC-
00109-2
3.4.7 Risk Health and HSSE Manager Develop expertise in conjunction with Group Health that Level 4 3-Moderate 1) Group Health and Hygiene System 2) Bphit
Industrial Hygiene provides ready access to BP employees to health and Wellness Program 3) Westlake Wellness Center 4)
industrial hygiene advice and support required to effectively Case Management Process 5) Nurse 6) IH specialist
manage risk and promote health and wellness. 7) Dr. in the SPU 8) Clinic available in WL1 9)
Medics offshore 10) HSE professionals work with
Challengers' development 11) Monthly Wellness
Newsletter - Bphit newsletter
3.5.1 Risk Security HSSE Manager Systematically identify security hazards, assess risk, and Level 3 3-Moderate 1) GSR Assessment to identify risks and provide a Security incidents not consistently being Tr@ction Security Incidents Learnings/Tracking 3-Basics/BP Develop and embed Handoff to Tink HSSE Committee. Tink 10/30/09 1/18/10 -- responsibility to Tink from Sprague n
implement and maintain plant, process, people and process for risk mitigation - annual 2) BP Security reported in Tr@ction comprehensive event and/or best per Rich
performance risk reduction measures identified as necessary Compliance Program meets MTSA regulatory practice evaluation, learning,
to manage the risk, and use as an input to the entity risk requirements, with a 5-year assessment/update cycle sharing and tracking process to
register. Security hazards include but are not limited to 3) Code of Conduct 4) Open Talk, Fraud Reporting systematically embed
criminal conduct, intimidation, violence, sabotage, System, and Tr@ction system for reporting security improvements.
unauthorised access or damage to BP property, and incidents are systems used for tracking/trending,
unauthorized access to, alteration, use or disclosure of assessing, security issues
information.
3.5.1 Risk Security HSSE Manager Systematically identify security hazards, assess risk, and Level 3 3-Moderate 1) GSR Assessment to identify risks and provide a Lack of understanding D&C security MODU Security Security 3-Basics/BP Enhance D&C Security Expertise Sims
implement and maintain plant, process, people and process for risk mitigation - annual 2) BP Security systems on MODUs Understanding
performance risk reduction measures identified as necessary Compliance Program meets MTSA regulatory
to manage the risk, and use as an input to the entity risk requirements, with a 5-year assessment/update cycle
register. Security hazards include but are not limited to 3) Code of Conduct 4) Open Talk, Fraud Reporting
criminal conduct, intimidation, violence, sabotage, System, and Tr@ction system for reporting security
information.
3.5.1 Risk Security HSSE Manager Systematically identify security hazards, assess risk, and Level 3 3-Moderate 1) GSR Assessment to identify risks and provide a WPV awareness program has not been Rollout Security WPV Security 3-Basics/BP Sims
implement and maintain plant, process, people and process for risk mitigation - annual 2) BP Security rolled out
performance risk reduction measures identified as necessary Compliance Program meets MTSA regulatory
to manage the risk, and use as an input to the entity risk requirements, with a 5-year assessment/update cycle
register. Security hazards include but are not limited to 3) Code of Conduct 4) Open Talk, Fraud Reporting
criminal conduct, intimidation, violence, sabotage, System, and Tr@ction system for reporting security
information.
3.5.2 Risk Security HSSE Manager Develop, implement and update at least annually a security Level 3 3-Moderate 1) GoM SPU GSR Assessment and SMP completed
management plan based on the results of the hazard 2007/8 2) MTSA regulated GoM SPU OCS facilities
evaluation and risk assessment. possess Facility Security Plans (FSP) as required.
The FSPs are audited annually and updated every
five years 3) Non-regulated facilities also maintain
FSPs that are updated every five years 4) The FSPs
complement the GoM SPU’s SMP 5) D&C follows
SPU facility security plans
3.5.3 Risk Security HSSE Manager Develop internal security expertise in conjunction with Group Level 4 3-Moderate 1) GoM SPU has an embedded Business Security Lack of D&C security expertise Lack of D&C Security Security 2-Effeciency Enhance D&C Security Expertise Sims
Security and designate individuals as subject matter experts Manager (BSM) 2) GoM SPU is further supported at Expertise
and security advisors to entity management. Group level by a Regional Security Advisor (RSA)
3) GoM SPU assets have an assigned Business
Security Representative (BSR) that helps support the
security program. The BSR role is filled by someone
with other job responsibilities
3.5.4 Risk Security HSSE Manager Implement and maintain processes for the workforce to Level 4 4-Moderate 1) Information of Security Standard 2) Digital
securely handle valuable and sensitive information in all to High Security Standard 3) Code of Conduct 4) Privacy &
forms, including Confidential and Secret information. Employee Confidentiality 5) Digital systems and
security 6) Insider Trading 7) D&C control of
sensitive information, e.g., DIMS, rig schedule 8)
Access control on file shares and servers 9) Follow
Security of Information Standard 10) Highly
confidential projects require additional confidentiality
agreements 11) Bldg. floors controlled via badge
access (secure floors) 12) Rolled out Information
Security Awareness campaign in 2008
3.5.5 Risk Security HSSE Manager Design and operate IT and digital process control systems to Level 4 4-Moderate 1) Digital Security Standard No document register assigning level of Document Confidentiality Data Management 2-Effeciency Embed use of GoM document Jassal
manage risk to system and information integrity, availability to High https://digitalsecurity.bp.com/securefiles/topicpage2. confidentiality for each controlled Register control procedure (revise as
and confidentiality. aspx?pagetag=ss_userstand_eng 2) Exploration's document necessary to close OMS gaps)
confidential documents and data are rigidly
controlled 3) D&C follows Segment/Group/GoM
processes 4) Check with German
3.6.1 Risk Environment HSSE Manager Systematically identify environmental hazards, assess risks Level 5 4-Moderate 1) Aspect/Impact identification and prioritization 2) Inconsistent implementation of risk ID Incon Enviro Risk ID and Risk Management 2-Effeciency Develop and implement Rich 1/21/10 -- Thierens to Rich. RMP/BPRAT y
and opportunities to minimise environmental impact, and to High Aspect/Impact Matrix 3) HSE Risk identification and and management practices Mgt comprehensive Risk Management process now in place to cover environmental
implement and maintain plant, process, people and ranking/matrix 4) O&T and EMPs 5) Operational Plan risks. Closed per Rich
performance risk reduction measures identified as necessary controls (SOPs/STPs) 6)
to manage the risks and use as an input to the entity risk Compliance matrices and associated controls 7)
register. Environmental risks include but are not limited to Audits (BP and Contractors) 8) Regular meetings
emissions to air, discharges to water and land and the with main contractors to review functioning of C-
handling and disposal of waste. EMSs
3.6.1 Risk Environment HSSE Manager Systematically identify environmental hazards, assess risks Level 5 4-Moderate 1) Aspect/Impact identification and prioritization 2) Reduction targets for spills, but lack of GHG, Water, Waste Environmental 2-Effeciency Tink
and opportunities to minimise environmental impact, and to High Aspect/Impact Matrix 3) HSE Risk identification and Greenhouse Gas/air emissions, Targets
implement and maintain plant, process, people and ranking/matrix 4) O&T and EMPs 5) Operational discharge, and waste reduction targets
3.6.1 Risk Environment HSSE Manager Systematically identify environmental hazards, assess risks Level 5 4-Moderate 1) Aspect/Impact identification and prioritization 2) The GoM Waste Management Program Waste Mgt Program Use Environmental 2-Effeciency Tink
and opportunities to minimise environmental impact, and to High Aspect/Impact Matrix 3) HSE Risk identification and was not being followed as written (2008
implement and maintain plant, process, people and ranking/matrix 4) O&T and EMPs 5) Operational S&O audit finding #022)
Conformance Risk
Rating Ranking
3.6.2 Risk Environment HSSE Manager Identify the potential environmental, health and social Level 4 4-Moderate 1) Drilling a well as a project 2) Screening and
impacts of projects, designing them to avoid or mitigate to High categorization 3) Compliance reports p/CVP phase
adverse impacts and reduce use of natural resources. 4) Environmental STP 5) BtB, DWOP, ETPs 6)
Environmental Impact Statement - APD, DOCD,
POE
3.6.3 Risk Environment HSSE Manager At Major operating sites, maintain external ISO14001 Level 5 2-Low to 1) SPU (major operating site) certified to ISO 2)
certification and produce an externally verified Moderate VES produced every 3 years (next due on 1010 for
environmental statement at least every three years. the reporting period '06-'09)
3.7.1 Risk Transportation E&A Wells Systematically identify transportation hazards, assess risk, Level 5 5-High 1) Aviation – Risk Register at Asset Level 2) Flying staff to Devon - unsure if Flights to Devon Logistics 3-Basics/BP Verify flights to Devon are Verify flights to Devon are approved Holt 8/30/09 Only fly staff via Approved PHI per Holt 8/4/09 y
Operations and implement and maintain plant, process, people and Mitigation Bow Ties at Asset Level 3) GoM Contract approved approved
Manager performance risk reduction measures identified as necessary Aircraft Guidelines. 4) Shore base – CMID Audit
to manage the risk, and use as an input to the entity risk Process (Common Marine Inspection Document). 5)
register. Transportation hazards include but are not limited to Marine - DP Trials (Dynamic Positioning). 6)
road vehicle, bicycles, rail, ship, fixed-wing aircraft and Structural Review (for vessel > 25 yrs old). 7)
helicopter travel. Aviation - audits for compliance to standard. 9)
Travel - flights preapproved by BP Aviation. 10)
Group Recommended Practice on Aviation. 11)
Shore base – BP GMAS (Global Marine Standard)
Element 14 & 15. 12) Marine - CMID based on
IMCA (International Marine contractor association).
13) Vessel Operating Instructions
3.7.2 Risk Transportation E&A Wells Require that all vehicles operated by members of the Level 3 4-Moderate 1) Safe Practices Manual Chapter 9 (Driving Safety) No periodic assessment of compliance Periodic Asmnt of Driving Vehicle Safety 3-Basics/BP Develop and embed vehicle safety Tink
Operations workforce while on BP business are operated and maintained to High contains all elements of this driving standard 2) (SPU issue) Cmplnce assessment program.
Manager to a defined standard, have fully functional seat belts Travel guidelines on rental cars 3) Defensive
installed, and that the seat belts are worn by all occupants at Driving training
all times whenever the vehicle is in motion.
3.7.2 Risk Transportation E&A Wells Require that all vehicles operated by members of the Level 3 4-Moderate 1) Safe Practices Manual Chapter 9 (Driving Safety) Infrequent non-compliance through Vehicle Rental Cmplnce Vehicle Safety 3-Basics/BP Develop and embed vehicle safety Tink
Operations workforce while on BP business are operated and maintained to High contains all elements of this driving standard 2) rental vehicles (direct rental through assessment program.
Manager to a defined standard, have fully functional seat belts Travel guidelines on rental cars 3) Defensive CWT prevents non-compliance) (SPU
installed, and that the seat belts are worn by all occupants at Driving training issue)
all times whenever the vehicle is in motion.
3.7.3 Risk Transportation E&A Wells Require that members of the workforce while operating a Level 3 4-Moderate Safe Practices Manual Chapter 9 (Driving Safety) No periodic assessment of compliance Periodic Asmnt Drvng Vehicle Safety 3-Basics/BP Develop and embed vehicle safety Tink
Operations vehicle on BP business do not use mobile phones or other to High contains this element (SPU issue) Cmplnce assessment program.
Manager two-way communication devices.
3.7.3 Risk Transportation E&A Wells Require that members of the workforce while operating a Level 3 4-Moderate Safe Practices Manual Chapter 9 (Driving Safety) Not systematic - need refresher on group Mobile Phone Driving Reqs Vehicle Safety 3-Basics/BP Provide training/refresher training Tink
Operations vehicle on BP business do not use mobile phones or other to High contains this element standard/RP - present defensive driving on vehicle safety standards.
Manager two-way communication devices. training in SPU does not cover GRP
3.7.3 Risk Transportation E&A Wells Require that members of the workforce while operating a Level 3 4-Moderate Safe Practices Manual Chapter 9 (Driving Safety) New hire induction may not cover GRP Mobile Phone Driving Reqs Vehicle Safety 3-Basics/BP Provide training/refresher training Tink
Operations vehicle on BP business do not use mobile phones or other to High contains this element on cell phone use while driving (SPU on vehicle safety standards.
Manager two-way communication devices. issue)
3.7.4 Risk Transportation E&A Wells Require that motorcycles are not used on BP business Level 3 3-Moderate 1) Safe Practices Manual Chapter 9 (Driving Safety) No periodic assessment of compliance Period Asmnt MC Driving Vehicle Safety 3-Basics/BP Develop and embed vehicle safety Tink
Operations unless a documented risk assessment is completed to contains this element 2) Motorcycle use for (SPU issue) Comp assessment program.
Manager support the advantages of their use rather than company business is prohibited by our policy
automobiles.
3.7.4 Risk Transportation E&A Wells Require that motorcycles are not used on BP business Level 3 3-Moderate 1) Safe Practices Manual Chapter 9 (Driving Safety) Need refresher on group standard/RP - MC Driving Refresher Vehicle Safety 3-Basics/BP Provide training/refresher training Tink
Operations unless a documented risk assessment is completed to contains this element 2) Motorcycle use for present defensive driving training in SPU on vehicle safety standards.
Manager support the advantages of their use rather than company business is prohibited by our policy does not cover GRP (SPU issue)
automobiles.
3.7.4 Risk Transportation E&A Wells Require that motorcycles are not used on BP business Level 3 3-Moderate 1) Safe Practices Manual Chapter 9 (Driving Safety) New hire induction may not cover GRP MC Driving Orientation Vehicle Safety 3-Basics/BP Provide training/refresher training Tink
Operations unless a documented risk assessment is completed to contains this element 2) Motorcycle use for on motorcycles (SPU issue) on vehicle safety standards.
Manager support the advantages of their use rather than company business is prohibited by our policy
automobiles.
3.7.5 Risk Transportation E&A Wells Require that in higher risk countries journey risk n/a n/a 1) No high-risk journeys in GoM (although is covered
Operations management plans must be in place. in Safe Practices Manual Chapter 9 [Driving Safety])
Manager 2) When GoM employees travel to high-risk
countries, they follow the local plan
3.7.6 Risk Transportation E&A Wells Require that members of the workforce driving on BP Level 3 3-Moderate Safe Practices Manual Chapter 9 (Driving Safety) No periodic assessment of compliance Period Asmnt Driver Vehicle Safety 3-Basics/BP Develop and embed vehicle safety Tink
Operations business be appropriately assessed, licensed, trained and fit contains all elements of this driving standard (SPU issue) Fitness assessment program.
Manager to operate the vehicle, be rested and alert, and do not
operate any vehicle when fatigued.
3.7.6 Risk Transportation E&A Wells Require that members of the workforce driving on BP Level 3 3-Moderate Safe Practices Manual Chapter 9 (Driving Safety) Need refresher on group standard/RP - Driver Fitness Refresher Vehicle Safety 3-Basics/BP Provide training/refresher training Tink
Operations business be appropriately assessed, licensed, trained and fit contains all elements of this driving standard present defensive driving training in SPU on vehicle safety standards.
Manager to operate the vehicle, be rested and alert, and do not does not cover GRP (SPU issue)
3.7.6 Risk Transportation E&A Wells Require that members of the workforce driving on BP Level 3 3-Moderate Safe Practices Manual Chapter 9 (Driving Safety) New hire induction may not cover GRP Driver Fitness Orientation Vehicle Safety 3-Basics/BP Provide training/refresher training Tink
Operations business be appropriately assessed, licensed, trained and fit contains all elements of this driving standard on driving (SPU issue) on vehicle safety standards.
Manager to operate the vehicle, be rested and alert, and do not
3.7.7 Risk Transportation E&A Wells Verify that all aircraft contracted or chartered to move the n/a n/a 1) Aviation – Contract Aircraft Guidelines 2) OGP
Operations workforce for BP purposes, are operated and maintained to a Aircraft Management Guidelines 3) FAA Approved
Manager defined standard, and that their use is in accordance with BP Operator Manuals and Guidelines 4) GOM CAG 5)
Requirements. Shore base – BP GMAS (Global Marine Standard)
Element 14 & 15/Marine CMID based on IMCA
(International Marine contractor association) 6)
Vessel Operating Instructions
3.7.8 Risk Transportation E&A Wells Implement and maintain a process to deliver safe, secure, Level 4 4-Moderate BP Travel Website use (which delivers this element) No periodic assessment of compliance Period Asmnt of Travel Vehicle Safety 2-Effeciency Develop and embed vehicle safety Tink
Operations timely and cost-effective BP employee business travel. to High is required per BP Travel Policy (SPU issue) Compliance assessment program.
Manager
4.1.1 Procedures Procedures and Completions Develop, implement and maintain local OMS procedures and Level 4 5-High 1) Local and Segment D&C procedures exist which Processes are not standardized (Have Standardize Procedures Operations Procedures 2-Effeciency Standardize operating procedures. Ongoing -- DWOP rollout action plan to close Rich 2/30/10
Practices Engineering practices for human resources, HSSE, engineering, cover all requirements 2) Operations procedures identified redundancies - begun work, ETP gaps
Manager operations, maintenance, inspection and projects. Require cover normal conditions, start-up, shut down, upset about 80% done - still discovering a few
that operations procedures cover normal operating and emergency conditions 3) Refer to Navigator (in gaps along the way - in the process of
conditions as well as start up, shut down, upset and future) for procedures list 4) Buckets include: creating STPs/ETPs. We have identified
emergency conditions. Industry the different ways of doing processes
standards/procedures/maintenance/acceptance,etc.; and are working on standardizing these.)
Well Plans; Recommended Practices; Defined
Practices; Equipment Ops Procedures (Maintenance
and Inspection Procedures); Contractor Ops
Procedures; Standard Ops Procedures;
Emergency/Crisis Plans; Installation Procedures
owned by others within BP; SIMOPS (held by
assets); Rig Movement; STPs
4.1.1.1: DWOP 3.3.4 requires procedures be applied
to all inspection, maintenance and operations
4.1.2 Procedures Procedures and Completions Define which procedures and practices are applicable to Level 4 2-Low to 1) GoM D&C staff (including contractors) have Some industry standards and RPs are Industry Standard/RP Wells Procedures 2-Effeciency Identify and communicate access Sprague and Rich to setup Sharepoint for Rich 12/30/10 10/22/09 -- Waiting on finalization of an SPU n
Practices Engineering identified BP employees or contractors, and make these Moderate access to, understand applicablity of, and follow not always readily accessible Access to relevant standards accessibility. document control process. Leary should be
Manager procedures and practices available to them. Require these procedures 2) Refer to Navigator (in future) able to help with close out date. Target date
contractors to follow these procedures or practices unless for procedures list 3) Well-specific and rig-specific changed from 10/30/09 to 12/30/10
they have their own comparable procedures and practices. plans are readily accessible
4.1.2 Procedures Procedures and Completions Define which procedures and practices are applicable to Level 4 2-Low to 1) GoM D&C staff (including contractors) have The locations of some standard Ops SOP Location Wells Procedures 2-Effeciency Identify and communicate access Establish Sharepoint site. Rich 3/30/10 10/22/09 -- Sharepoint site established. n
Practices Engineering identified BP employees or contractors, and make these Moderate access to, understand applicablity of, and follow procedures are not well understood by all Understanding to relevant standards Navigator will also link to practices. Need to
Manager procedures and practices available to them. Require these procedures 2) Refer to Navigator (in future) get all relevant practices established on the
contractors to follow these procedures or practices unless for procedures list 3) Well-specific and rig-specific sites per Sprague/Rich direction. Target date
they have their own comparable procedures and practices. plans are readily accessible changed from 10/30/09 to 3/30/10.
Conformance Risk
Rating Ranking
4.1.3 Procedures Procedures and Completions Monitor that entity procedures and practices are up to date, Level 4 5-High 1) Many procedures are for specific operations 2) BP Global RPs - getting explicit about Define Applicable RPs Wells Procedures 2-Effeciency Identify and communicate access Sprague, Chester, Rich to define in Drilling Rich 12/30/09 10/22/09 -- need to n
Practices Engineering understood and consistently followed and take corrective Pre-spud meetings, JSEAs, etc. help make sure which ones will be used to relevant standards Engineering Procedures Guide. define/develop/communicate Drilling
Manager action when gaps are identified. things are understood prior to executing 3) Tech Engineering Procedure Guide
limit meetings, team leaders/ wellsite leaders/wells
communications provide oversight
4.1.4 Procedures Procedures and Completions Review and update entity procedures and practices at Level 4 5-High 1) Procedures are reviewed and updated before GoM D&C RPs, STPs and SOPs Regular Procedure Review Wells Procedures 3-Basics/BP Establish regular review process for Plan to Rollout regular procedure review. Rich 12/30/10 10/22/09 -- D&C will develop this process as n
Practices Engineering defined intervals confirming that they are sufficient to control each well 2) Contractor procedures are reviewed currently are not set up for regular standards part of its document control process. Review
Manager the related risks. through the rig audit process 3) DWOP and BtB are reviews dates to be included in creation/revision of
updated at regular frequencies 4) SOPs are now standards beginning now. Date target date
becoming controlled and will be updated regularly changed from 10/30/09 to 12/30/10.
4.1.5 Procedures Procedures and Completions After each update communicate any changes or additions to Level 4 5-High 1) MoC (BP and Contractor) 2) Drilling Team Leader Communications sometimes are not Procedure Comms Wells Procedures 5-Sig Risk Develop and Embed Procedural Leadership needs to consistently emphasize Rich 12/30/09 10/22/09 -- Standardized y
Practices Engineering entity procedures and practices to the affected BP communicates at Tech Limit and Pre-Spud meetings clear throughout the organization Change Communications need to communicate procedures/RPs/SOPs have been established
Manager employees and contractors. 3) JSEA is used pre-task 4) Sharepoint maintains across the organization. Changes are
latest versions of documents managed by the MoC process. Document
control is in place for RP and SOPs. 1/18/10 --
closed per Rich.
4.2.1 Procedures Management of Performance Implement and maintain a Management of Change (MOC) Level 3 4-Moderate 1) GoM D&C Recommended Practice for Rollout not complete Implement MOC MOC 3-Basics/BP Rollout and embed MOC process. Jassal
Change Manager process for temporary and permanent changes. to High Management of Change (2200-T2-PM-PR-000001)
2) GoM Drilling and Completion Quick Reference
Guide, version 1.0 3) Management of Change Wiki
on GoM D&C Sharepoint Site 4) BizFlow MoC tool
and D&C workflow 5) Training session ongoing for
teams (Level 4 conformance when rollouts
complete)
4.2.1.1: [no data]
4.2.2 Procedures Management of Performance Monitor legal and regulatory requirements and BP Level 4 4-Moderate 1) Scherie Douglas (BP Sr. Regulatory Specialist) is Process not complete - finalize and Regulatory Notice Process Compliance Program 1-Excellence Develop and embed Regulatory Develop a GoM Regulatory Notice Practice Tink 10/30/09 Document completed 2Q 09' per Tink. 9/22/09 y
Change Manager requirements so as to be aware of changes in these that to High the D&C tag for reviewing Regulatory requirements communicate procedure by end 2Q09 Change procedure document that defines the process (Scherie Jim Grant considering rollout options for SPU -
might necessitate changes to the entity operating activity. 2) The GoM Regulatory Notice Practice (currently Douglas). if no rollout by SPU, will execute D&C rollout.
4.2.1.1 Adopt eMOC when migrating the local business to being circulated for review) defines the process 3) 10/21/09 - Jim Grant Rolled out to D&C LT.
an electronic MoC system. This document is expected to be authorized by end Complete - Tink.
of 2Q 2009
4.2.3 Procedures Management of Performance Specify criteria for determining which proposed changes to Level 3 4-Moderate Reference GoM D&C Recommended Practice for Rollout not complete - current rollout of Implement MOC MOC 3-Basics/BP Rollout and embed MOC process. Jassal
Change Manager entity operating activity require application of the MOC to High Management of Change (2200-T2-PM-000001), Rec Practice and BizFlow should take
process, paying particular attention to those affecting plant, Section 3.2, "Types of Changes," which specifies D&C Organization to Conformance
material, equipment, technology, process, products, changes and gives examples of changes that require Rating 4 by end of May09
services, procedures, practices, people and organization. a formal MoC
4.2.3.1 Define criteria for determining the applicable MoC 4.2.3.1: [no data]
type (i.e. technical, organizational or administrative).
4.2.4 Procedures Management of Performance Include in the MOC process: risk assessment, identification Level 3 4-Moderate Reference GoM D&C Recommended Practice for Rollout not complete (current rollout of Integrate Risk Asmnt Risk Management 3-Basics/BP Develop and implement Complete and assure use of MOC via Bizflow. Rich 8/30/09 8/14/09 -- In place per Thierens y
Change Manager and application of risk reduction measures; the required level to High Management of Change (2200-T2-PM-000001), Rec Practice and BizFlow should take w/MOC comprehensive Risk Management Assure risk is addressed in the process.
of management approval; application of a review prior to Section 5, "Process Detail, BizFlow DCMOC D&C Organization to Conformance Plan
implementing the change to verify that identified risk Workflow, and Roles" Rating 4 by end of May09. Additionally,
reduction measures are in place and identified training the Recommended Practice on Risk
completed; and updating of relevant documents. Management currently being worked
should better define Risk Assessment
requirements when doing an MoC.)
4.2.5 Procedures Management of Performance Communicate the details of the proposed change to affected Level 3 4-Moderate 1) Reference GoM D&C Recommended Practice for Rollout not complete (current rollout of Implement MOC MOC 3-Basics/BP Rollout and embed MOC process. Jassal
Change Manager members of the workforce. to High Management of Change (2200-T2-PM-000001), Rec Practice and BizFlow should take
Section 5.9, "MoC Post-Approval Action Items and D&C Organization to Conformance
MoC Close-out" 2) BizFlow tool provides Rating 4 by end of May09)
communication to those reviewing and approving
MoC, and provides reminders in close-out of an
MOC to communicate to all affected parties and
update documentation
4.2.6 Procedures Management of Performance Track MOC actions to closure. 4.2.6.1 MoC Workflow Level 3 4-Moderate 1) Reference GoM D&C Recommended Practice for Rollout not complete (current rollout of Implement MOC MOC 3-Basics/BP Rollout and embed MOC process. Jassal
Change Manager Process (see table in E&P OMS Manual). to High Management of Change (2200-T2-PM-000001), Rec Practice and BizFlow should take
Section 5.9, "MoC Post-Approval Action Items and D&C Organization to Conformance
MoC Close-out" 2) BizFlow tool tracks actions Rating 4 by end of May09)
4.2.7 Procedures Management of Performance Verify the original scope and duration of temporary changes Level 2 3-Moderate BizFlow tool can be utilized for review of MOCs No audit or system process to identify or MOC Deadline Creep MOC 4-Moderate to Implement MOC review process. Work with Vani Rao to create a fit for purpose Jassal 12/30/09 9/20/09: Need to schedule one of the CP n
Change Manager are not exceeded without review and approval. to prevent deadline creep High process to identify overdue MOC actions and coordionators to pull the open temporary MoCs
subsequent management review (Jordan) on a quarterly basis and review any with the
LT. 14 Jan 10 - Are setting the calendar for
the D&C LT for the year. Will review any
overdue MoC actions on a quarterly basis with
the D&C LT.
4.3.1 Procedures Information Performance Define and implement an information management and Level 2 3-Moderate 1) Use of the GoM Document Management Existing document not widely Document Control Wells Procedures 3-Basics/BP Identify and communicate access Rich 3/30/10 10/22/09 -- Sharepoint site established. n
Management and Manager document control process to control the approval, Procedure 2020-T2-DM-PR-000002 is starting to be vetted/implemented (no approved Procedures to relevant standards Navigator will also link to practices. Need to
Document Control publication, transmission, storage, change, retention and followed by some of the teams within D&C 2) GoM document - GoM D&C Leadership needs get all relevant practices established on the
disposal of controlled documents. 4.3.1.1 Identify document Document Register 3) Some guidance on GoM D&C to confirm this is the approved sites as defined by Rich/Sprague. Date
owners for controlled documents. Sharepoint site Procedure for all of GoM, and if so, changed from 10/30/09 to 3/30/10
4.3.1.1 - D&C Organization is beginning to get communicate this to the GoM D&C
document owners team. GoM D&C needs to develop a
specific recommended practice for
Document Management)
4.3.1 Procedures Information Performance Define and implement an information management and Level 2 3-Moderate 1) Use of the GoM Document Management SPU Gap: Lack of documented process Use Document Control Data Management 3-Basics/BP Embed use of GoM document Jassal
Management and Manager document control process to control the approval, Procedure 2020-T2-DM-PR-000002 is starting to be and consistent, simplified use of the Proced control procedure (revise as
Document Control publication, transmission, storage, change, retention and followed by some of the teams within D&C 2) GoM systems in place necessary to close OMS gaps)
disposal of controlled documents. 4.3.1.1 Identify document Document Register 3) Some guidance on GoM D&C
owners for controlled documents. Sharepoint site
4.3.1.1 - D&C Organization is beginning to get
document owners
4.3.2 Procedures Information Performance Specify the types of information, documents and records that Level 2 3-Moderate Some guidance given in SPU GoM Document Same as 4.3.1 Use Document Control Data Management 3-Basics/BP Embed use of GoM document Jassal
Management and Manager are to be controlled documents and maintain formal registers Management Procedure 2020-T2-DM-PR-000002 Proced control procedure (revise as
Document Control of these controlled documents. 4.3.2.1 As a minimum, 4.3.2.1: [no data] necessary to close OMS gaps)
include the following as controlled documents: Local OMS;
Drawings; Policies; Internal standards; Procedures and
practicts (i.e. operating and maintenance procedures);
Regulatory compliance records; Design data; Training
records.
4.3.3 Procedures Information Performance Provide ready and secure access to controlled documents, Level 2 4-Moderate Documentum, GoM D&C Sharepoint, CPOL, File No formalized procedures exist for a Document Control Data Management 3-Basics/BP Embed use of GoM document Jassal
Management and Manager removing obsolete information and documentation from to High Servers all have controlled access systematic review and removal process. Procedures control procedure (revise as
Document Control circulation. (Formalized procedures for these tools necessary to close OMS gaps)
needs to be established. Consolidation
of tools would improve efficiency.
Improvemements in compatibility
between Documentum and other tools
would help, or replace Documentum with
a compatible tool for document storage.)
Conformance Risk
Rating Ranking
4.3.4 Procedures Information Performance Maintain and retain BP employee health and medical records Level 4 3-Moderate Records kept by BP medical The organization may not know what it Med Rcrds Conf People 4-Moderate to Communicate medical information Confirm with medical that all records are kept Nahman 8/30/09 08/17/2009. All medical information is y
Management and Manager as medical confidential and occupational exposure records needs to know about confidentiality, etc. High confidentiality confidential . confidentially maintained within the medical
Document Control as confidential. group Per Nahman 8/17/09. The medical
department collects all documentation and it
does not go to the team leader at all. Medical
will also not release any medical details to the
team leader or HR for that matter. Will also
send a note to all team leaders reminding
them that if they do receive any medical
information on an employee (ie the employees
tells them) that they are not to share that data
with anyone else.
4.4.1 Procedures Incident HSSE Manager Develop and maintain an incident reponse capability. Level 5 4-Moderate 1) BP and contractor rigs maintain emergency
Management 4.4.2.1 Implement systems, processes and procedures to to High medical and fire response personnel 2) MMS
report, investigate, and analyze HSSE incidents, non- inspections and drills 3) The GoM Safe Practices
conformances to BP requirements and regulatory non- Manual "Incident Notification, Reporting and
compliances, based on risks faced by the local business. Investigation" procedure is used within D&C 4) D&C
4.4.2.2 Use the E&P Segment incident reporting tool maintains experienced and designated on-call
(Tr@ction) to record incidents. 4.4.2.3 Investigate HSE investigation leaders and root cause specialists 5)
incidents and non-conformances per table 4.4.2.3, using the HSE management reviews quality of investigations
more sever of the actual and potential outcome post-accident investigation
classifications.
4.4.2 Procedures Incident HSSE Manager Report and investigate incidents to establish immediate and Level 5 4-Moderate 1) The GoM Safe Practices Manual "Incident 4.4.2.1 Contractors' systems for Contractor Inc Inv Quality Learnings/Tracking 3-Basics/BP Develop and embed Handoff to Tink HSSE Committee. Tink 10/30/09 1/18/10 -- responsibility to Tink from Sprague n
Management system causes. Identify action plans to address identified to High Notification, Reporting and Investigation" procedure investigations: unclear whether their comprehensive event and/or best per Rich
causes with due dates for completion and track to is used within D&C 2) Tr@ction is used for initial application quality will meet BP practice evaluation, learning,
completion.. incident information and reporting; all incident expectations sharing and tracking process to
Recordable/HiPo and higher also apply formal root systematically embed
cause investigation and corrective actions 3) improvements.
Resulting actions are tracked in Tr@ction, which
include completion dates and accountabilities 4)
Periodic closure reports are run to track completion
4.4.2.1: Same as above
4.4.2.2: Tr@ction used by BP and contractors
4.4.2.3: BP Investigation procedure meets the
severity matrix requirement
4.4.2 Procedures Incident HSSE Manager Report and investigate incidents to establish immediate and Level 5 4-Moderate 1) The GoM Safe Practices Manual "Incident 4.4.2.1 Contractors don't use ABC Contractor Inc Inv ABC Learnings/Tracking 1-Excellence Develop and embed Sprague 10/30/09 1/21/10 -- We require contractors to thoroughly y
Management system causes. Identify action plans to address identified to High Notification, Reporting and Investigation" procedure analysis Analysis comprehensive event and/or best investigate and review with BP leadership.
causes with due dates for completion and track to is used within D&C 2) Tr@ction is used for initial practice evaluation, learning, We don't consider a gap to exist here, and
completion.. incident information and reporting; all incident sharing and tracking process to consider this closed per Sprague/Rich
Recordable/HiPo and higher also apply formal root systematically embed
cause investigation and corrective actions 3) improvements.
Resulting actions are tracked in Tr@ction, which
include completion dates and accountabilities 4)
Periodic closure reports are run to track completion
4.4.2.1: Same as above
4.4.2.2: Tr@ction used by BP and contractors
4.4.2.3: BP Investigation procedure meets the
severity matrix requirement
4.4.3 Procedures Incident HSSE Manager Analyse collective results of incident investigations at Level 4 4-Moderate 1) Trends are analyzed on an event-driven basis 2) No systematic process beyond Meeting Track Mgt HSE Rev Learnings/Tracking 2-Effeciency Develop and embed Sprague 10/30/09 1/21/10 -- Sharepoint process now exists for y
Management defined intervals to identify trends in immediate and system to High GoM trending analysis via Tim Church 2007 analysis Minutes to ensure completion of actions Actions comprehensive event and/or best each team, including management, to track
causes. Develop action plans to address identified trends 3) Field/office safety advisor analysis 4) D&C has that result from the Management practice evaluation, learning, their actions within sharepoint. Closed per
with due dates for completion and track to completion. HSSE Performance Management System that Steering Committee meetings sharing and tracking process to Sprague.
includes a Management Steering Committee, systematically embed
Performance Reviews, and Well Site Leader improvements.
Engagement Sessions 5) During those, we review
collective results of incidents, Lessons Learned,
action plans, improvement options 6) Embedding of
key learnings 7) Process began in 1Q09 and is
becoming systematic
4.5.1 Procedures Control of Work HSSE Manager Implement and maintain a process to plan work, identify Level 4 5-High 1) BP-Owned Rigs 2) Safe Practices Manual Control No clear determination, based on risk Boat to Rig Trans Permit Logistics 3-Basics/BP Risk assess and determine Will confirm with current practices with wells Holt 8/30/09 Confirmed with all the Ops Team y
hazards, assess risk and put in place risk reduction of Work: ISSOW system, PTW training records, assessment, as to whether boat-to-rig permitting requirements for boat-to- team leaders and correct as necessary Leaders…DDII, PDQ, Enterprise, and Horizon.
measures to allow work tasks to be completed safely and Energy Isolation 3) CMAS assessments 4) ISSOW mud transfers should require a permit rig mud transfers. All use PTW for SBM (and Diesel transfers);
without unplanned loss of containment causing training provided to contractors serving as DDIII will be when they arrive. Holstein was
environmental damage. 4.5.1.1 Define types of hazardous Performing Authority and to new employees 5) doing everything but the permit; rig now to
work that require a work permit. 4.5.1.2 Document and "GOM Offshore Orientation" awareness level cold stacked; will do permits for Diesel near
communicate the roles, responsibilities and accountabilities overview of PTW/ISSOW system and requirements term. Marianas was not doing a PTW, they
within the permit to work (PTW) system, including any that 6) Contractor-specific JSEAs, SIMOPS PTW will start the same this week. Now all rigs are
are specific to hazardous work: Assign roles and meetings 7) Control of Work assessments/audits doing PTW for SBM and Diesel transfers…gap
responsibilities as set out in Table 4.5.1.2; Check that performed 8) Contractor-owned rigs 9) Transocean is closed -- per Holt 8/6/09
individuals assuming the roles know their responsibilities; risk assessment or Think Process (HQS-HSE-PP-01
Assign the roles of Performing Authority and Issuing Section 4, Subsection 2.1) 10) PTW process, TOI
Authority (or other rolese responsibile for issuing the permit) (Health & Safety HQS-HSE-PP-01, Section 4,
to different individuals for any given permit; Define criteria Subsection 2.2) 11) Rowan has documented
and circumstances under which individuals can perform program 9) Contractor CoW process has been
multiple roles without compromising the integrity of the PTW verified through the use of the BP CoW Self
system; Identify and document those roles in the PTW Assessment Process to BP's SPM CoW process and
system that are exclusive to BP employees. 4.5.1.3 is reflective in bridging documents
Execute the PTW process described in the requirements 4.5.1.1: Defined as above
listed in Table 4.5.1.3. 4.5.1.2: Refer to 4.5.1: RRs defined/assigned.
Control of Work assessments/audits performed
4.5.1.3: We follow the BP Control of Work process
4.5.1 Procedures Control of Work HSSE Manager Implement and maintain a process to plan work, identify Level 4 5-High 1) BP-Owned Rigs 2) Safe Practices Manual Control No D&C-wide analysis of Control of D&Cwide COW Asmnt Learnings/Tracking 1-Excellence Develop and embed Tink Traction Sprague 10/30/09 1/21/10 -- D&C participates in functional y
hazards, assess risk and put in place risk reduction of Work: ISSOW system, PTW training records, Work audit/assessment results Results comprehensive event and/or best reviews of COW results. New D&C COW
measures to allow work tasks to be completed safely and Energy Isolation 3) CMAS assessments 4) ISSOW practice evaluation, learning, practice exists segment wide is also being
without unplanned loss of containment causing training provided to contractors serving as sharing and tracking process to developed. Closed per Rich/Sprague
environmental damage. 4.5.1.1 Define types of hazardous Performing Authority and to new employees 5) systematically embed
work that require a work permit. 4.5.1.2 Document and "GOM Offshore Orientation" awareness level improvements.
communicate the roles, responsibilities and accountabilities overview of PTW/ISSOW system and requirements
within the permit to work (PTW) system, including any that 6) Contractor-specific JSEAs, SIMOPS PTW
are specific to hazardous work: Assign roles and meetings 7) Control of Work assessments/audits
responsibilities as set out in Table 4.5.1.2; Check that performed 8) Contractor-owned rigs 9) Transocean
individuals assuming the roles know their responsibilities; risk assessment or Think Process (HQS-HSE-PP-01
Assign the roles of Performing Authority and Issuing Section 4, Subsection 2.1) 10) PTW process, TOI
Authority (or other rolese responsibile for issuing the permit) (Health & Safety HQS-HSE-PP-01, Section 4,
to different individuals for any given permit; Define criteria Subsection 2.2) 11) Rowan has documented
and circumstances under which individuals can perform program 9) Contractor CoW process has been
multiple roles without compromising the integrity of the PTW verified through the use of the BP CoW Self
system; Identify and document those roles in the PTW Assessment Process to BP's SPM CoW process and
system that are exclusive to BP employees. 4.5.1.3 is reflective in bridging documents
Execute the PTW process described in the requirements 4.5.1.1: Defined as above
listed in Table 4.5.1.3. 4.5.1.2: Refer to 4.5.1: RRs defined/assigned.
Control of Work assessments/audits performed
4.5.1.3: We follow the BP Control of Work process
Conformance Risk
Rating Ranking
4.6.1 Procedures Crisis and Atlantis Wells Identify crisis and continuity management scenarios utilising Level 5 5-High 1) Utilize a common template for crisis response
Continuity Operations the entity risk register, the output of the entity’s Major (BART), including major accident risks,
Management and Manager Accident Risk assessment and other information. environmental, and security risks 2) SPU has a
Emergency business continuity plan in place, including tracking
Response all personnel
4.6.2 Procedures Crisis and Atlantis Wells Implement and maintain crisis and continuity management Level 5 5-High 1) Crisis and business continuity plans are in place
Continuity Operations plans to manage the scenarios identified. These will include and managed by the CMER efforts, including
Management and Manager procedures from initiation to response and recovery. At site offshore site-specific emergency response and
Emergency level these plans shall include arrangements for evacuation evaluation plans 2) All plans are shared with
Response and, where needed, for initial shelter-in-place. government, state, and local agencies 3) Oil Spill
Response Plan 4) ERP - each facility 5) Pandemic
Response Plan (refreshed) 6) MMS drills
(unannounced) 7) USCG participates in drills 8) BP
drills
4.6.3 Procedures Crisis and Atlantis Wells Validate the plans through exercising them at defined Level 5 5-High 1) Crisis management plans are reviewed on a
Continuity Operations intervals. Review the plans at least annually to reflect quarterly basis via the CMER team 2) At least two
Management and Manager changes in hazards, risks, organisation or contact details, drills take place each year 3) All IMT personnel are
Emergency and implement identified improvements. trained and tracked 4) Drills and incidents are
Response reviewed for Lessons Learned 5) Improvements are
incorporated into new drills, and then actual
responses are tracked via the CMER team
4.6.4 Procedures Crisis and Atlantis Wells Provide access to trained personnel, resources, medical Level 5 5-High 1) Incident Commander for each drill and response is
Continuity Operations emergency and other facilities needed to implement and delegated by position; the authority and responsibility
Management and Manager execute the crisis and continuity management plans. to execute the plans is via DOA 2) Financial
Emergency authority 3) IMT system 4) Fixed rotation 5)
Response Contracts in place with service providers for
emergency response 6) TRG, etc.
4.6.5 Procedures Crisis and Atlantis Wells Implement, maintain and exercise a documented process for Level 5 4-Moderate 1) GoM SPU POB reporting 2) Phone Tree system,
Continuity Operations accounting for personnel during and after an emergency to High including mapping of affected personnel 3) Tracking
Management and Manager evacuation. during actual response by the Resouce Section
Emergency Leader 4) City of Houston-required fire drills 5)
Response Emergency Response booklets 6) Orientation at
office inlcudes ER plans/muster points
5.1.1 Assets Project Projects Manager Implement and maintain a documented system for Level 5 5-High 1) Documented in MPcp, BtB, locally for GoM D&C Orientation system is in place but not Project Stages Orientation Project Management 2-Effeciency Harland
Management managing projects which provides for five stages of project in "Way We Work" and "MPcp for D&C Major defined for new hires coming into the
development (Appraise, Select, Define, Execute and Projects" 2) business
Operate) with approval at each stage-gate by an identified http://epsegmentcommonprocess.bpweb.bp.com/Def
gatekeeper. ault.aspx?tabid=56;
http://epsegmentcommonprocess.bpweb.bp.com/Def
ault.aspx?tabid=60 3) BP Internal audit on 3-year
cycle
5.1.2 Assets Project Projects Manager Identify legal and regulatory and BP requirements applicable Level 4 5-High 1) Regulatory Well Design requirements documented Codes/standards are not utilized Global Code Proj Standards Project Management 3-Basics/BP Develop and embed global Projects Raise awareness of existing codes and Harland 3/30/10 10/25-08 -- no progress; 1/18/10 -- target date n
Management to the design, procurement, construction, commissioning, in MMS Code of Federal Regulations Title 30, uniformly across the globe codes/standards regulations to 3/30/10 from 12/30/09 per Kirton
start-up and handover of the project facilities. Section 250 2) Validation that BP is meeting these
requirement demonstrated through MMS approval of
APDs, APMs, EPs, etc. 3) BP requirements
documented in Equipment Integrity Assurance (EIA)
document for GoM required by TA 4) Have an
ESOR system in place to feed administration and
workflow out of TIAPs 5) DWOP 6) Rig
Construction Manual
5.1.3 Assets Project Projects Manager Document the project objectives in a statement of Level 4 4-Moderate 1) Requirement documented in MPcp and BtB and
Management requirements and have them agreed by the identified to High applied locally as documented in "MPcp for D&C
gatekeeper. Major Projects" 2)
http://gomdnc.bpweb.bp.com/docs/Documents/Proce
sses/Stage Gated/DnC MPcp/MPCP reduction ver
3.doc
5.1.4 Assets Project Projects Manager Develop and implement a documented project execution Level 5 4-Moderate 1) Requirement documented in MPcp is project-level
Management plan which covers concept selection through to handover. to High that contains a section for D&C
2)http://epsegmentcommonprocess.bpweb.bp.com/D
efault.aspx?tabid=56 3) PEP reviewed/ signed by
AGM and Project Manager plus discipline leads
5.1.5 Assets Project Projects Manager Implement and maintain a comprehensive Quality Level 3 5-High 1) QA/QC of engineered equipment documented in ESOR system in place, but still in Embed ESOR System Project Management 2-Effeciency Rich 1/21/10 -- ESOR and ETP 1050 now part of all y
Management Assurance/Quality Control process for project design, Equipment Integrity Assurance (EIA) program covers growing phase in that its level of detail is well design. Complete per Rich
procurement, construction, commissioning, start up and equipment design, procurement, manufacturing, and unclear, and inconsistencies exist
handover. acceptance 2) EIA is being rolled out to GoM, and
engineers are beginning to use the ESOR process
3) We have QA/QC plans in place 4) Will be a
Conformance Rating 4 at some point, may not be
there yet 5) http://eia.bpweb.bp.com/ 6)
Acceptance: Each producing asset has a handover
document in Well Integrity Mgmt Program for GoM:
http://eia.bpweb.bp.com/ 7)
Each GoM Project develops a Project Quality Plan
that describes the Quality Management System used
for project design, procurement, construction,
commissioning, startup, and handover 8) The
Quality Management System is designed to follow
the MPcp Engineering and Quality Management
Guidelines and the ETP 50 and 32 series (DWGOM
GP 50-20, 50-10, 32-10 to 19) 9) Various supporting
quality-related documents are used, including Quality
Requirements for Request for Quotations (RFQ),
Quality Requirements for Construction Contractors,
etc. 10) Refer to the Mad Dog Rig Repair Project
quality documents as evidence
Conformance Risk
Rating Ranking
5.1.5 Assets Project Projects Manager Implement and maintain a comprehensive Quality Level 3 5-High 1) QA/QC of engineered equipment documented in Unfamiliarity of all teams with Well Embed Well Handover Wells Procedures 2-Effeciency Identify and communicate access Set up workshop to educate D&C. Waters 6/30/09 10/22/09 -- Set up new IM team with n
Management Assurance/Quality Control process for project design, Equipment Integrity Assurance (EIA) program covers Handover Process and documentation Process to relevant standards responsibility to work with SS&W to finalize
procurement, construction, commissioning, start up and equipment design, procurement, manufacturing, and (not engineered equipment) and communicate process. 1/21/09 -- SPA
handover. acceptance 2) EIA is being rolled out to GoM, and Rich to Waters. Documented Well Handover
engineers are beginning to use the ESOR process best practice now in place. Planning roll-out.
3) We have QA/QC plans in place 4) Will be a
Conformance Rating 4 at some point, may not be
there yet 5) http://eia.bpweb.bp.com/ 6)
Acceptance: Each producing asset has a handover
document in Well Integrity Mgmt Program for GoM:
http://eia.bpweb.bp.com/ 7)
Each GoM Project develops a Project Quality Plan
that describes the Quality Management System used
for project design, procurement, construction,
commissioning, startup, and handover 8) The
Quality Management System is designed to follow
the MPcp Engineering and Quality Management
Guidelines and the ETP 50 and 32 series (DWGOM
GP 50-20, 50-10, 32-10 to 19) 9) Various supporting
quality-related documents are used, including Quality
Requirements for Request for Quotations (RFQ),
Quality Requirements for Construction Contractors,
etc. 10) Refer to the Mad Dog Rig Repair Project
quality documents as evidence
5.1.6 Assets Project Projects Manager Integrate operations, maintenance, HSSE and, where Level 4 4-Moderate 1) A requirement of MPcp, this is done formally Lack of operations and interventions Integrate Interventions Project Management 3-Basics/BP Operations-don’t agree Interventtuiob Harland 10/25-08 -- no progress
Management applicable, marine expertise during concept selection, to High through HAZOPs and HAZIDs involving D&C interface early in projects and assets w/Projects
definition of engineering scope, and design, construction, participation on multi-disciplinary review teams 2)
commissioning and handover of facilities. Formal D&C discipline-specific reviews occur during
various stage gates and include "No Drilling
Surprise" workshops, Drill/Complete "Well on Paper"
sessions with rig crews, rig team pre-tour meetings,
and pre-job JSAs 3) This is also done informally as
a result of having a central D&C organization 4)
Peer Assists and Peer Interaction occurs routinely
where well designs being considered for Major
Projects are reviewed with peers in Operations 5)
Marine Ops and Assurance are involved in the
development of SIMOPS strategies and plans 6) Rig
Audit 7) Marine Assurance plans for new-build rigs
5.1.7 Assets Project Projects Manager Identify and assess the risks associated with the project Level 3 5-High 1) Documented in MPcp, BtB 2) Documented locally Project interface risks exist within D&C, Project Interfaces Project Management 3-Basics/BP Develop and embed process to Identify specific interface risks as opposed to Harland 3/30/10 10/25-08 -- no progress; 1/18/10 -- target date n
Management interfaces to existing operations and implement plans to for GoM D&C in the "Way We Work" and "MPcp for and between D&C and other functions, provide operational interface within Projects/Engineering Risks that have already to 3/30/10 from 12/30/09 per Kirton
manage the identified risks. D&C Major Projects" especially when there is no designated Projects. been identified and implement mitigation plans
Wells Team Leader or Interface
Manager
5.1.8 Assets Project Projects Manager Conduct documented HSSE reviews, pre-start up safety Level 5 5-High 1) Documented in MPcp, BtB 2) Documented locally
Management reviews and operational readiness reviews for projects, for GoM D&C in the "Way We Work" and "MPcp for
including projects on existing facilities, and close out agreed D&C Major Projects" 3) A requirement of MPcp, this
actions. is done formally through HAZOPs and HAZIDs
involving D&C participation on multi-disciplinary
review teams 4) Formal D&C discipline-specific
reviews occur during various stage gates and include
"No Drilling Surprise" workshops, Drill/Complete
"Well on Paper" sessions with rig crews, rig team pre-
tour meetings and pre-job JSAs 5) This is also done
informally as a result of having a centralized D&C
organization 6) Peer Assists and Peer Interaction
occurs routinely where well designs being considered
for Major Projects are reviewed with peers in
Operations 7) Marine Ops and Assurance are
involved in the development of SIMOPS strategies
and plans 8) Project EDR/PHSSER
5.1.9 Assets Project Projects Manager Conduct documented post-project reviews to identify lessons Level 3 3-Moderate 1) Requirement documented in MPcp, BtB 2) Asset-level post-well reviews are Incon Asset Post Well Learnings/Tracking 2-Effeciency Develop and embed BtB Action Item is being addressed with Comp. Waters 3/30/10 1/18/10 -- from Sprague to Waters per Rich. n
Management for future projects. Documented locally for GoM D&C in the "Way We inconsistent Review comprehensive event and/or best Eng. Mgr taking the lead. Being worked by Keck with SS&W. Closure
Work" and "MPcp for D&C Major Projects" 3) practice evaluation, learning, driven by the re-organization and getting key
Lessons capture happens on a number of levels and sharing and tracking process to stakeholders re-engaged and aligned with the
venues including bi-weekly meetings, global network systematically embed revised plan for post well reviews.
teleconferences, completions monthly barnyard improvements.
meetings, post-well reviews, etc. 4) Horn Mountain
post-project review was well-inclusive 5) First-Year
Operability Reviews are conducted consistently
(driven at Segment level)
5.2.1 Assets Design and Projects Manager Establish the basis of design following BP requirements and Level 4 5-High 1) Well construction and delivery is governed by
Construction considering new technology, business requirements, BtBcp and supported by GoM Well Integrity
performance improvement, normal and abnormal operating Management Program
conditions, start-up, shut down, ramp-up, turndown and (http://dwwi.bpweb.bp.com/default.htm), Element
decommissioning. 1—Sub Element, Design Codes, Standards and
Regulations Compliance, and Element 2—Well
Operating Procedures 2) Segment Defined
Operating Practices (DWOP) 3) D&C Defined
operating practices (18 ETP s + BtB) 4) D&C
Recommended Practices (Surveying, Tubular
Design, Well Control, and Cementing) 5) D&C
Guidance (BHA Design and Downhole Tool
Reliability, Well Bore Stability, Organizational
Guidelines, Sidetracking, Fluids Management,
Perforating, Cavings Field Guide, Stuck Pipe Library,
Well Cost Estimating, Wellsite Checklists, etc.) 6)
Further supported by BP Common Processes:
Exploration cp (Ecp); Major Projects cp (MPcp);
Beyond the Best cp (BtBcp); Base Management cp
(BMcp); Integrated Field Planning cp (IFPcp);
Production Efficiency Improvement cp (PEIcp);
Supplier Performance Management cp (SPMcp)
5.2.2 Assets Design and Projects Manager Design plant, assets, facilities and floating structures Level 4 5-High 1) Design in accordance to: a) GoM Well Integrity Lack of understanding of GP 48-03 GP 48-03 Applicability Project Management 1-Excellence Develop and embed global Projects Embed D&C checklist in Select Phase to Harland 3/30/10 10/25-08 -- no progress; 1/18/10 -- target date n
Construction (including engineered systems, marine systems, structures Management Program applicability codes/standards ensure Process Safety Review has been to 3/30/10 from 12/30/09 per Kirton
and protective systems) in accordance with inherently safer (http://dwwi.bpweb.bp.com/default.htm) b) Segment accomplished
design principles and BP requirements. Defined Operating Practices (DWOP) c) D&C
Defined operating practices (18 ETPs + BtB) 2)
Functional Assurance provided by EAs (D&C)
Conformance Risk
Rating Ranking
5.2.3 Assets Design and Projects Manager Procure and construct plant, assets, facilities and floating Level 4 4-Moderate 1) Functional assurance for procurement is in place
Construction structures in accordance with the design. to High and supported by PSCM team 2) Design Basis for
well construction is documented 3) Quality plans are
in place with suppliers 4) Procurement and well
construction is also governed by additional BP
Common Processes: Exploration cp (Ecp); Major
Projects cp (MPcp); Beyond the Best cp (BtBcp);
Base Management cp (BMcp); Integrated Field
Planning cp (IFPcp); Production Efficiency
Improvement cp (PEIcp); Supplier Performance
Management cp (SPMcp)
5.2.4 Assets Design and Projects Manager Develop and maintain a Marine Assurance Plan, to Level 5 5-High 1) Marine Assurance plans have been developed for
Construction encompass the specification, design, construction and DDIII and PS1 & 2
commissioning of the marine structure and systems of all 2) "BP (GoM) does not design, construct or
floating production and storage units, in conjunction with BP commission MODUs. The boats we use are all third
Shipping and the Segment Marine Authority. party owned. Also we chose not to delegate to BPS. I
did the MAP for D&C and GOM accountabilities and
assurance as requested by Harry and Kevin after we
decided that GoM would not delegate anything to
BPS.” --quote by Neil Cramond, BP Marine Authority
3) Local marine group is led by Marine Authority,
Neil Cramond. Processes, procedures, inspection
plans, etc. can be located at the following:
http://gomtools.bpweb.bp.com/One%20Touch/Marin
e/VA_v2/Pages/default.aspx.
4) Rig Acceptance Audits cover marine assurance.
Local marine group lead by Marine Authority, Neil
Cramond. Processes, procedures, inspection plans,
etc. can be located at the following:
e/VA_v2/Pages/default.aspx
5.2.5 Assets Design and Projects Manager Delegate the supervision of the specification, design, Level 4 3-Moderate 1) “BP (GoM) does not design, construct or
Construction construction and commissioning of all Marine Vessels to BP commission MODU's. The boats we use are all third
Shipping. party owned. Also we chose not to delegate to BPS. I
did the MAP for D&C and GOM accountabilities and
assurance as requested by Harry and Kevin after we
decided that GoM would not delegate anything to
BPS.” --quote by Neil Cramond, Marine Authority
2) Local marine group lead my Marine Authority, Neil
Cramond. Processes, procedures, inspection plans,
etc. can be located at the following:
e/VA_v2/Pages/default.aspx
5.2.6 Assets Design and Projects Manager Manage and control deviations from design standards, entity Level 5 5-High 1) As previously defined in DWOP, all deviations
Construction practices and procedures through a deviation process. shall be handled via Dispensation Process as
Manage subsequent changes through the MOC process. detailed in Addendum 3 2) Future deviations from
standards (ETPs) on a local basis will be managed
via STPs or Deviation Process as described in
DWOP Addendum 3 & 4; all subsequent changes
will follow MoC process 3) Reference MoC process
(RP for D&C MoC)
5.2.7 Assets Design and Projects Manager Identify safety and production critical equipment and Level 4 5-High 1) As previously defined in DWOP, all deviations
Construction systems. Define and set safe operating envelopes, alarm shall be handled via Dispensation Process as
parameters and required levels of inspection and detailed in Addendum 3 2) Future Deviations from
maintenance. standards (ETPs) on a local basis will be managed
via STPs or Deviation Process as described in
DWOP Addendum 3 & 4; all subsequent changes
will follow MoC process 3) Reference MoC process
(RP for D&C MoC)
5.2.8 Assets Design and Projects Manager Develop and implement a commissioning, start-up, handover Level 4 4-Moderate GoM Well Integrity Management Program
Construction and operating plan including a post start up review to confirm to High (http://dwwi.bpweb.bp.com/default.htm), Element
that construction is in accordance with design, all required 2—Well Operating Procedures; Integrated
verification testing is complete and all deviation and MOC Acceptance Test (rigs)
actions are complete.. 5.2.8.1: a) GoM Well Integrity Management
Program (http://dwwi.bpweb.bp.com/default.htm),
Element 2—Well Operating Procedures b) Post-well
review c) MoC close-out process d) Full life-cycle
integrity strategy documents in place for wells and
BP-owned rigs along with maintenance, inspection
and testing (MIT) plans for their implementation for
wells. Rating: Level 4, High
5.3.1 Assets Asset Operation Thunder Horse Operate plant, assets, facilities, floating structures and Level 3 5-High 1) All GoM BP-owned rigs operate each piece of No definition of the minimum Owned Rig Procedures Operations Procedures 3-Basics/BP Define and apply minimum Dan Welch to complete and issue document Harder 8/30/09 9/11/09 -- 2200-T2-IM-RP-000005, Minimum y
Wells Operations transport equipment within defined safe operating envelopes, equipment as per OEM Manuals with no deviations requirements for EOPs for BP-owned requirements for BP-owned rig specifying minimum requirements. Requirements for BP Owned Rigs Site
Manager in accordance with documented operating procedures and 2) There are also Equipment Operating Procedures rigs (in process now) equipment operating procedures. Operating Procedures was issued 7/20 per
taking due account of manufacturers’ recommendations. available for the TH PDQ Rig equipment 3) Any Sullivan.
5.3.1.1 Define safe operating limits (SOL) and operating potential excursion would require a MoC and/or
envelopes for equipment covered by operating procedures or Control of Work 4) Service Co. updates or bulletins
inspection plans: Identify critical operating parameters (e.g. are used to modify the equipment operating
pressure, temperature, flow, level, vibration) that, if procedures 5) IM Audit in 2008 checked against
exceeded, may compromise equipment integrity (see Figure Element 6
5.3.1.1); Specify upper and lower limits within which the 5.3.1.1: a) Ditto above b) Wells: Specify operating
equipment/process/system can operate safely. 5.3.1.2 limits and tech limits regularly and at handover c)
Establish accountabilities for defining and updating Re-visit and revise through MoC as needed
equipment safe operating limits, including but not limited to 5.3.1.2: a) Safe Operating Limits are defined by
the following: (see Table 5.3.1.2). manufacturers of rig equipment b) If we needed to
deviate, would go through BP TA or EA and use
MoC c) Integrity Management Manual - annual risk
reviews to manage changing well conditions
5.3.2 Assets Asset Operation Thunder Horse Monitor, investigate and document excursions outside safe Level 4 5-High 1) We do not deviate from maximum operating
Wells Operations operating envelopes and unexpected failures of structures, parameters recommended by the OEM 2) Any
Manager materials and equipment. Identify and implement corrective potential excursion would require a MoC 3) Incident
actions. Reporting procedure requires us to investigate and
report as appropriate for accidental excursions 4)
Override Log monitored weekly on Pride rigs (BP-
owned)
5.3.3 Assets Asset Operation Thunder Horse At defined intervals review safety and production critical Level 5 4-Moderate 1) Vendor product information bulletins are part of
Wells Operations equipment and upgrade them as necessary to continue to to High this process along with recommendations from the
Manager achieve safe, responsible and reliable operation and drilling contractor 2) As for maintenance efforts,
competitive performance. critical path maintenance efforts are worked into the
SIMOPs plan 3) Two safety critical lists: one of BP,
one of Pride. We use Pride's list 4) Maximo tracks
equipment and inspection frequencies 5) Bi-weekly
Pride report of KPIs and overdue safety critical
equipment 6) For Wells: SEC equipment into
Maximo, worked on priority basis, KPIs reported 7)
Managed at asset level, not D&C
Conformance Risk
Rating Ranking
5.3.4 Assets Asset Operation Thunder Horse Verify both the adequacy and accuracy of production n/a n/a N/A
Wells Operations metering instrumentation at defined intervals.
Manager
5.3.5 Assets Asset Operation Thunder Horse Measure, report and investigate performance shortfall, and Level 4 5-High 1) We hold bi-weekly meetings with the Pride Drilling
Wells Operations develop a prioritised plan to reduce such shortfall and O&M Team to discuss KPIs 2) Pride also presents
Manager address identified immediate and system causes. their HSSE and operational performance data
quarterly
5.4.1 Assets Inspection and Thunder Horse Develop and implement an inspection, maintenance and Level 5 4-Moderate 1) The rigs use Maximo to manage maintenance on
Maintenance Wells Operations turnaround strategy to manage identified risks and deliver to High the rig systems 2) Intervals for maintenance follow
Manager availability in line with the entity business strategy. Include recommendations from the OEM 3) We follow Pride
inspection, maintenance and turnaround actions in the maintenance policy along with BP-owned rig
annual plan. 5.4.1.1 Implement a risk-based inspection, equipment maintenance strategy document 4) 5-
maintenance and reliability management system with tools year plans follow OEM and API guidelines
developed and outputs documented. 5.4.1.2 Apply the 5.4.1.1: Done regularly on a frequency basis, but not
Capital Value Process for Turnarounds (CVP-TAR) for full risk-based inspections - driven by MMS and USCG
facility outages and for major TAR. regulations for those systems
5.4.1.2: N/A
5.4.2 Assets Inspection and Thunder Horse Implement and maintain an inspection programme to Level 3 5-High 1) Maximo Maintenance System is used and SCE is Repair/conclusion of equipment failure Failure Report Conclusions Learnings/Tracking 3-Basics/BP Develop and embed Handled by Sullivan's Group. Sprague to Harder 10/30/09 1/18/10 -- from Sprague to Sullivan per Rich. n
Maintenance Wells Operations determine the condition of safety and production critical monitored within this system and flagged when due reports is lacking per 5.4.2.1 comprehensive event and/or best engage.
Manager equipment and systems, and verify and document they are 2) Work orders are issued according to equipment practice evaluation, learning,
fit for service. Verify that deficiencies identified from the repair needs and/or OEM or API recommended sharing and tracking process to
inspection programme are investigated and corrected on a intervals 3) Bi-weekly Pride overdue safety critical systematically embed
timely basis. 5.4.2.1 Track critical equipment failures and reviews 4) D&C In-service rig audits take place improvements.
apply appropriate defect elimination techniques. every two years per GP 10-40
5.4.2.1: a) Equip. failure reports b) Contractors
document failure well c) IM-related equip. failures
are put into Tr@ction program
5.4.2 Assets Inspection and Thunder Horse Implement and maintain an inspection programme to Level 3 5-High 1) Maximo Maintenance System is used and SCE is Failure reports are not well Failure Report Comm Learnings/Tracking 3-Basics/BP Develop and embed Sullivan's Group is SPA. We do not implement Harder 10/30/09 1/18/10 -- from Sprague to Sullivan per Rich. n
Maintenance Wells Operations determine the condition of safety and production critical monitored within this system and flagged when due communicated per 5.4.2.1, e.g., passing comprehensive event and/or best M&I programs, we assure them. Use BtB
Manager equipment and systems, and verify and document they are 2) Work orders are issued according to equipment on lessons learned and applying lessons practice evaluation, learning, process and Sharepoint to monitor and post
fit for service. Verify that deficiencies identified from the repair needs and/or OEM or API recommended learned sharing and tracking process to failure report.
inspection programme are investigated and corrected on a intervals 3) Bi-weekly Pride overdue safety critical systematically embed
timely basis. 5.4.2.1 Track critical equipment failures and reviews 4) D&C In-service rig audits take place improvements.
apply appropriate defect elimination techniques. every two years per GP 10-40
5.4.2.1: a) Equip. failure reports b) Contractors
document failure well c) IM-related equip. failures
are put into Tr@ction program
5.4.3 Assets Inspection and Thunder Horse Implement and maintain a maintenance management Level 4 5-High 1) Maximo is used for this 2) Records are 5.4.3: Inspection reporting results are not Document Inspection Learnings/Tracking 2-Effeciency Develop and embed Sullivan's Group is SPA. We do not implement Harder 10/30/09 1/18/10 -- from Sprague to Sullivan per Rich. n
Maintenance Wells Operations system to plan, schedule, resource and record the results of maintained in keeping with BP and regulatory always documented in Maximo - difficult Reports comprehensive event and/or best M&I programs, we assure them. Use BtB
Manager inspection and maintenance work. 5.4.3.1 Adopt Maximo requirements to do trending reports - can't access practice evaluation, learning, process and Sharepoint to monitor and post
when upgrading the local business electronic work 5.4.3.1: GoM D&C uses Maximo reports in Maximo sharing and tracking process to failure report. Need to discuss with Rig Audit
management system. systematically embed process.
improvements.
5.4.4 Assets Inspection and Thunder Horse Evaluate inspection programme results and maintenance Level 5 5-High The Maximo System is constantly being updated
Maintenance Wells Operations regimes, and modify the programmes to take account of the with learnings, product information bulletin
Manager risk of equipment and system failure. 5.4.4.1 Assess, information, and when work is performed on each
evaluate and utilize inspection and condition monitoring data piece of equipment
when making risk-based decisions on scope of equipment 5.4.4.1: Handled as part of business plan
repair and program optimization.
5.4.5 Assets Inspection and Thunder Horse Implement and maintain a process to verify that equipment Level 5 5-High 1) BizFlow MoC System is used on all rigs 2) TAs
Maintenance Wells Operations replacement or modification maintains operating integrity. advised when needed 3) Reviewed by EAs and TAs
Manager 4) Control of Work Process 5) Commissioning and
inspection
5.4.6 Assets Inspection and Thunder Horse Verify equipment that has been out of service is fit-for- Level 5 5-High 1) Any rig system out of service for a length of time
Maintenance Wells Operations service prior to use. 5.4.6.1 Develop and utilize quality such as warm and or cold stack will be re-
Manager assurance/quality control processes, performance commissioned 2) Pre-startup review 3) HSSE
acceptance criteria and/or certified testing prior to putting checklist
equipment back into service after repair. 5.4.6.2 Confirm 5.4.6.1: a) Part of re-commissioning process b) Pre-
that operating parameters of equipment returned to service operational checklist c) Pre-startup checklist d)
remain valid. Third-party verification
5.4.6.2: Ditto
5.5.1 Assets Decommissioning E&A Wells Identify and consider decommissioning and remediation Level 4 4-Moderate 1) BP ETP, STP, and Policy documents are aligned
and Remediation Operations needs during project concept selection and design approval, to High with updated MMS regulatory requirements 2)
Manager updating them as needed over the lifecycle of the asset. Decommissioning and abandonment cost for end-of-
5.5.1.1 Incorporate regulatory and BP requirements for local life wells are comprehended in cost model during
businesses pertaining to decommissioning and remediation concept selection and updated throughout the life of
activities: Include the requirements for addressing soil and projects 3) ETP (GP10-60) Zonal Isolation, etc. 4)
groundwater contamination and waste. Rig decommissioning 5) ISD GP 48-04
5.5.1.1: Ditto
5.5.2 Assets Decommissioning E&A Wells Develop a risk based plan prior to decommissioning, long Level 4 4-Moderate 1) Risk Management as part of BtBcp for Wells P&A
and Remediation Operations term shutdown, demolition or remediation and implement to High operations 2) Risk Management Processes and
Manager when required. tools are being updated in alignment with OMS
5.5.3 Assets Decommissioning E&A Wells Identify and manage HSSE impacts of decommissioning and Level 4 4-Moderate 1) Section 26 of the Drilling and Well Operations
and Remediation Operations remediation on existing operations, neighbours and the local to High Practice (DWOP) book
Manager community. (https://epti.bpglobal.com/C17/C4/GlobalDocLib/Doc
ument%20Library/NEW%20DWOP%20REV%206.p
df)
2) ETP (GP 10-60), Zonal Isolation Requirements
during Drilling Operations and Well Abandonment
and Suspension
(http://etplib.bpweb.bp.com/login/IntegratedLogin.jsp
?docNumber=GP%2010-60&docType=etp)
3) Regional Oil Spill Plan
(http://docs.bpweb.bp.com/us_wl_dk_gom_hse:/webs
ite/custom/ims_vol2/index.htm)
4) Following MMS standards and 2003 DWOP
5) Updated 2008 DWOP will be rolled-out to GoM
D&C in Oct.
6) MSDS sheets
7) GoM Safe Practices Manual
5.6.1 Assets Marine Operations Thunder Horse Recognise BP Shipping’s sole accountability for marine n/a n/a 1) Handled by BP Shipping 2) Documents that
Wells Operations activity related to the transportation of cargo by bulk, with address these requirements Global Marine Standard
Manager particular reference to the execution of the chartering, (elements 14 & 15) 3) Recognized - Logistics Group
purchasing, leasing, selling and recycling of cargo carrying handles that activity for D&C
marine vessels and the provision of manning and technical
management, voyage operation (including non customer
facing scheduling), and vetting services for all cargo carrying
marine vessels.
5.6.2 Assets Marine Operations Thunder Horse Procure, charter, select, contract, operate and maintain Level 5 5-High 1) Handled by Marine Assurance 2) Documents that
Wells Operations marine vessels used in exploration, development and address these requirements include Global Marine
Manager production to a defined standard. Standard (elements 14 & 15) 3) GRP on marine
operations 4) Segment-defined practice 5) ETP -
DWOP - rig audit, acceptance, addresses GRP
relating to MODUs 6) Reported quarterly 7) ETP is
fully implemented 8) Local marine activity handled
by Logistics
5.6.3 Assets Marine Operations Thunder Horse Conduct the scheduling of customer facing hydrocarbon n/a n/a N/A to D&C
Wells Operations transportation to a defined standard.
Manager
Conformance Risk
Rating Ranking
5.6.4 Assets Marine Operations Thunder Horse Operate and maintain Marine Terminals to a defined n/a n/a N/A to D&C
Wells Operations standard. Implement and maintain procedures that specify
Manager the requirements of a ship/shore interface.
5.6.5 Assets Marine Operations Thunder Horse Require that any marine vessel contracted for use by the BP Level 5 5-High 1) Handled by Marine Assurance 2) Documents that
Wells Operations entity meets a defined standard, fit for purpose and is vetted address these requirements include Global Marine
Manager and approved by a defined process. Standard (elements 14 & 15) 3) GRP on marine
operations 4) Segment-defined practice 5) ETP -
DWOP - rig audit, acceptance, addresses GRP
relating to MODUs 6) Reported quarterly 7) ETP
fully implemented 8) Local marine activity handled
by Logistics
5.6.6 Assets Marine Operations Thunder Horse Produce an annual marine report on the scale of marine n/a n/a 1) Handled by Marine Assurance 2) Documents that
Wells Operations activity within the entity identifying associated marine risks. address these requirements include Global Marine
Manager Standard (elements 14 & 15)

N/A to D&C
6.1.1 Optimization Plant Optimization Technology Identify and evaluate operating improvements and put Level 5 4-Moderate 1) DIMS (moving to OpenWells) is standard D&C No clear written process describing the Rig Imprvmnt Op Hopper Learnings/Tracking 1-Excellence Develop and embed Need to discuss with Sullivan. Consider Sprague 10/30/09 1/21/10 -- All contractors now participate y
Manager prioritised plans in place to implement them. to High tool for archiving operational records and to evaluate opportunity hopper of ideas for Process comprehensive event and/or best management with Sharepoint. periodically in operating improvement planning
performance improvement for rigs practice evaluation, learning, process reviews. Closed per Sprague/Rich
2) A standard probabalistic risk and cost forecasting sharing and tracking process to
tool is used: MWE & SWE systematically embed
(https://epti.bpglobal.com/C0/Well%20Cost%20Esti improvements.
mating/default.aspx)
3) Standard KPIs of Days/10K and
Days/Completion
4) D&C has operating envelope for Depth &
Departure
5) These tools and processes are verified as projects
go through MPcp/BtB Stage Gate Reviews 6) EOW
Reports capture improvement ideas 7) GoM rig
performance is monitored and reported in weekly
standardized score cards 8) If operating conditions
require a deviation from approved procedures, then
an MoC is required 9) Track downtime for rigs
(monthly) 10) Safe Operating Limits for all
equipment - SORA for deviations (or MoC) 11)
Track equipment performance in Maximo w/ work
orders, inspection plans (BP-owned rigs) 12)
Reliability - maintenance plans - condition-based
maintenance, ongoing in Maximo 13) Reliability of
systems contributes to maintenance plans 14)
Product quality of rig fleet team and Pride - close
relationships w/ vendors, equipment failure
reports/feedback to vendors 14) Financial-
commercial: monitor pricing/invoicing for third party
work done on rig 15) Monitored/challenged costs 16)
Monitor spills 17) SBM and spill containment 18) Air
emissions monitoring 19) Technical Limit 20)
6.1.1 Optimization Plant Optimization Technology Identify and evaluate operating improvements and put Level 5 4-Moderate 1) DIMS (moving to OpenWells) is standard D&C Some equipment failure reports don't Address, Track Equip Learnings/Tracking 2-Effeciency Develop and embed Being addressed in NPT Sharepoint Site Sprague 10/30/09 1/18/10 -- NCR system rolled out to LT; n
Manager prioritised plans in place to implement them. to High tool for archiving operational records and to evaluate always address conclusions, or end up in Failure comprehensive event and/or best Revised NPT process; Skelton to review and
performance Tr@ction, or are actioned (wells and practice evaluation, learning, finalize process for NPT & NCR and roll out;
2) A standard probabalistic risk and cost forecasting rigs) sharing and tracking process to per Rich.
tool is used: MWE & SWE systematically embed
(https://epti.bpglobal.com/C0/Well%20Cost%20Esti improvements.
Days/Completion
Departure
6.1.1 Optimization Plant Optimization Technology Identify and evaluate operating improvements and put Level 5 4-Moderate 1) DIMS (moving to OpenWells) is standard D&C Not common knowledge where some MWE, SWE Tool Wells Procedures 2-Effeciency Identify and communicate access Will clarify in Drilling Engineering Procedures Sprague 4/30/10 10/22/09 -- Need to develop and communicate n
Manager prioritised plans in place to implement them. to High tool for archiving operational records and to evaluate tools are located, e.g., MWE, SWE Awareness to relevant standards Guide. to Drilling Engineering Procedures Guide.
performance 1/21/10 -- SPA Rich to Sprague.
2) A standard probabalistic risk and cost forecasting
tool is used: MWE & SWE
(https://epti.bpglobal.com/C0/Well%20Cost%20Esti
Days/Completion
Departure
6.1.2 Optimization Plant Optimization Technology Analyze production variances and put prioritised plans in n/a n/a N/A to D&C
Manager place to reduce them.
Conformance Risk
Rating Ranking
6.1.3 Optimization Plant Optimization Technology Monitor the impact of changes to feedstocks and operating n/a n/a N/A to D&C
Manager conditions on maintenance and inspection activities.
Operational Feedstock Comment: Muds, brines, and
chemicals used in drilling and completing wells are
monitored by fluid engineers on the rigs.
6.2.1 Optimization Energy NA Include energy usage in the entity business strategy and n/a n/a N/A to D&C
annual plan.
6.2.2 Optimization Energy NA Assess, prioritise and implement technologies and other n/a n/a N/A to D&C
systems for improving energy usage.
6.3.1 Optimization Feedstock and NA Develop and implement a logistics, inventory and production n/a n/a N/A to D&C
Product scheduling process to meet business needs.
Scheduling and
Inventory
6.3.2 Optimization Feedstock and NA Review the effectiveness of this scheduling process at n/a n/a N/A to D&C
Product defined intervals and implement identified improvements.
Scheduling and
Inventory
6.4.1 Optimization Quality Assurance NA Establish feedstock, intermediates and product specifications n/a n/a N/A to D&C
based on customer and business needs and operational
considerations.
6.4.2 Optimization Quality Assurance NA Implement and maintain quality assurance programmes to n/a n/a N/A to D&C (covered in 6.6.1)
assure BP, contractor or supplier activities that are material
to operating performance.
6.4.3 Optimization Quality Assurance NA Monitor that products sold by BP meet product n/a n/a N/A to D&C
specifications. Respond to variances, identify immediate and
system causes and take corrective action.
6.5.1 Optimization Technology Technology Identify opportunities for application of new or existing Level 4 3-Moderate 1) We have a GoM D&C Technology Plan that No consistent Technology governance Technology Gvrnance Technology 1-Excellence Keck
Manager technologies consistent with the business entity strategy. includes drilling, completions, and interventions for process Process
high-value technologies that apply across the SPU
2) Each of the producing assets and projects also
have technology plans for their individual needs 3)
The Wells Plan is integrated with the SPU
technology strategy and plans to ensure alignment
with the SPU business strategy 4) The GoM
technology manager coordinates input from the
assets and functions as part of the annual LTP
process 5) The functional technology SPAs meet
quarterly to update alignment and address common
issues 6) We also interface with EPT to seek
alignment with them on the GoM D&C technology
needs 7) The GoM D&C technology manager hosts
detailed annual project reviews with the EPT D&C
flagship projects 8) We present our needs and
issues, and they present their current projects and
proposed new projects 9) Front End Loading
considers technology enhancements (short-term)
10) MPcp has a technology readiness level
component (longer view)
6.5.1 Optimization Technology Technology Identify opportunities for application of new or existing Level 4 3-Moderate 1) We have a GoM D&C Technology Plan that Re: Assets and Projects - D&C D&C/Asset Technlgy Plan Technology 1-Excellence Keck
Manager technologies consistent with the business entity strategy. includes drilling, completions, and interventions for technology plans may overlap, conflict or Overlap
high-value technologies that apply across the SPU overlook
2) Each of the producing assets and projects also
have technology plans for their individual needs 3)
The Wells Plan is integrated with the SPU
technology strategy and plans to ensure alignment
with the SPU business strategy 4) The GoM
technology manager coordinates input from the
assets and functions as part of the annual LTP
process 5) The functional technology SPAs meet
quarterly to update alignment and address common
issues 6) We also interface with EPT to seek
alignment with them on the GoM D&C technology
needs 7) The GoM D&C technology manager hosts
detailed annual project reviews with the EPT D&C
flagship projects 8) We present our needs and
issues, and they present their current projects and
proposed new projects 9) Front End Loading
considers technology enhancements (short-term)
10) MPcp has a technology readiness level
component (longer view)
6.5.2 Optimization Technology Technology Evaluate, select and apply preferred technologies. Level 4 3-Moderate 1) We evaluate major technology projects both from Resource sharing commitments from Technlgy Resource Sharing Technology 1-Excellence Keck
Manager EPT and assets 2) Since most technology projects assets are difficult to help implement
are funded by the assets, the assets usually help technology broadly
select and apply the projects themselves 3) The
D&C function does select cross-SPU projects,
usually with EPT, and helps get them implemented
4) Minor technologies are evaluated routinely via
well review process 5) Four TLs in D&C looking at
technologies 6) Each asset submits a technology
plan as part of their LTP
6.6.1 Optimization Procurement Rigs and Wells Implement and maintain a procurement process for materials Level 4 5-High 1) PO's for casing and tubing, wellheads, trees Our quality and reliability efforts have Rental Equip QA Contractor Interface 3-Basics/BP Develop and embed Rental Actions underway to cover rental equipment. Rich/Sprague 10/30/09 1/18/10 -- Completed through IASO 3 Y
Services Manager and services that defines specifications and standards; specify the BP GIS standards for quality been focused on BP-owned equipment. Equipment quality and reliability implementation per Rich
establishes a supplier selection process based on criteria manufacturing 2) D&C LT approves with selection Less focus has been given on rental assurance program
that include HSSE considerations; meets delivery based on capabilities and HSSE 3) Quality Audits equipment (additional global integrity
requirements; considers life-cycle cost; and provides clear done to ensure suppliers maintain the required assurance specifications are forthcoming
procedures for changes to suppliers, materials and standards 4) Change to suppliers goes through pre- for rental equipment later in '09)
services. qualification audit for mfg ability 5) From
engineering perspective, have IM program and QA
program that apply to goods and services 6) Line
oversight prior to PO (requisition approval) 7)
Deviations from GIS standards by supplier go
through formal approval/acceptance within BP 8)
Financial: Comprehensive viability assurance for
major suppliers and contractors 9) Integrity
Assurance Specification for the Procurement of
Critical Equipment for Drilling & Completions
(excluding Tubular Products) (AKA ETP10-50) 10)
Integrity Assurance Specification for the
Procurement of Tubular Products and Connection
Manufacturing Services (for use in Wells) 11)
Establishing BP Global QCPs Process for the
Production of BP Global QCPs and associated
Documents 12) Design Review Process for Drilling,
Completions, and Subsea Equipment 13)
Equipment Integrity Assurance Guidelines 14)
Procedures for Auditing Suppliers for Drilling &
Completions 15) Drilling & Completions Equipment
Surveillance
Conformance Risk
Rating Ranking
6.6.2 Optimization Procurement Rigs and Wells Review the effectiveness of the procurement process at Level 3 1-Low 1) PSCM - Common Process sets the standard 2) Don't have a defined interval Prcurmnt Effectivenss Rev Contractor Interface 2-Effeciency Rich
Services Manager defined intervals and implement identified improvements. Coaches exist within PSCM to assist with documented in Common Process Timng
implementation 3) Internal control audit conducted document [M. Gonzalez to confirm]
periodically to verify compliance with BP internal
controls for procurement 4) Financial audits of
suppliers produce comprehensive report identifying
areas of improvement in procurement process 5)
Periodic quality audits based on specific material
being made 6) KPIs used during SPM - market
intelligence for U.S. and also global 7) Marketing
Intelligence/Contracting Excellence Groups
embedded in PSCM
(http://epsegmentcommonprocess.bpweb.bp.com/De
fault.aspx?tabid=83)
6.7.1 Optimization Materials Rigs and Wells Identify and maintain the material inventories required to Level 4 4-Moderate 1) Detailed information related to this sub-element
Management Services Manager deliver operating performance. to High can be found on GoM’s Materials Management
website including the following: a) GoM materials
and equipment visibility lists b) Links to MAETrax
tool and Legacy MMS c) Houma Preservation and
Maintenance Facility (PMF) site information and
processes d) GoM Logistics procedures,
aviation/boat schedules, and shorebase contacts e)
Materials management training and support
information f) All evidence is located in the MMG
Website: http://mmg.bpweb.bp.com/ 2) Materials
Management has material control personnel
embedded inside all D&C operations
6.7.2 Optimization Materials Rigs and Wells For stored materials, implement and maintain a system to Level 4 4-Moderate 1) Detailed information related to this sub-element
Management Services Manager identify, inspect and protect them from deterioration, paying to High can be found on GoM’s Materials Management
particular attention to those that form part of safety and website including the following: a) GoM materials
production critical equipment. and equipment visibility lists b) Links to MAETrax
information f) All evidence is located in the MMG
Website: http://mmg.bpweb.bp.com/
6.7.3 Optimization Materials Rigs and Wells Review materials management performance at defined Level 5 3-Moderate 1) Detailed information related to this sub-element
Management Services Manager intervals and implement identified improvements. can be found on GoM’s Materials Management
website including the following: a) GoM materials
and equipment visibility lists b) Links to MAETrax
information 2) All evidence is located in the MMG
Website: http://mmg.bpweb.bp.com/ 3) Continuous
improvement teams 4) Monthly KPIs
6.8.1 Optimization Continuous Drilling Engage the workforce to build continuous improvement Level 4 2-Low to 1) Quarterly Performance Reviews 2) Peer Assists
Improvement Engineering culture and behaviours. Moderate 3) Peer Reviews 4) Rig Crew Engagement Meetings
Manager 5) Bi-Weekly Lessons Learned sharing meetings 6)
Townhall meetings 7) Project Stage Gate Reviews
8) Weekly Team Meetings 9) Annual Performance
reviews
6.8.2 Optimization Continuous Drilling Systematically identify defects in the plant, process, people Level 3 4-Moderate 1) After Action Reviews 2) BP Internal Audits 3) DEIP not rolled out DEIP not Rolled Out Wells Procedures 2-Effeciency Roll out DEIP Rich 8/30/09 Has been rolled out per Sprague 8/18/09 y
Improvement Engineering and performance elements of the entity’s operating activity to High End of Well Reports 4) Incident (Safety, Non-
Manager and implement improvements utilising continuous Productive Time) Investigations 5) EIAG 6) PIPs 7)
improvement methodologies and tools. 6.8.2.1 Identify Performance Reviews 8) KPIs 9) Rig audit
gaps and build plans to act on specific opportunities for 6.8.2.1: a) Continuous improvement plans across the
eliminating defects in the local business in a systemetic D&C b) Rig Audit action plans c) Closeout plans in
manner. 6.8.2.2 Include resources for local CI activities in Tr@ction d) Completion Excellence plans e)
the annual business plan, including process evaluation and DWOPs, CWOPs
standardization, implementation of lessons learned/best 6.8.2.2: a) D&C Excellence Teams b) D&C
practices, and capability development. Engineering advisors c) Sector specialists d)
Performance Team e) PDPs f) Bi-weekly Lessons
Learned meetings g) Ops meetings h) WEPF i)
Completions Excellence, Drilling, Ops, Intervention
Networks
6.8.2 Optimization Continuous Drilling Systematically identify defects in the plant, process, people Level 3 4-Moderate 1) After Action Reviews 2) BP Internal Audits 3) Inconsistent Tech Limit process Incon Tech Limit Process Learnings/Tracking 2-Effeciency Develop and embed BtB Audit findings being worked by Jake Sprague 12/30/09 1/21/10 -- Tech limit guidance document now y
Improvement Engineering and performance elements of the entity’s operating activity to High End of Well Reports 4) Incident (Safety, Non- comprehensive event and/or best Skelton. complete and process initiated. Closed per
Manager and implement improvements utilising continuous Productive Time) Investigations 5) EIAG 6) PIPs 7) practice evaluation, learning, Sprague.
improvement methodologies and tools. 6.8.2.1 Identify Performance Reviews 8) KPIs 9) Rig audit sharing and tracking process to
gaps and build plans to act on specific opportunities for 6.8.2.1: a) Continuous improvement plans across the systematically embed
eliminating defects in the local business in a systemetic D&C b) Rig Audit action plans c) Closeout plans in improvements.
Networks
6.8.2 Optimization Continuous Drilling Systematically identify defects in the plant, process, people Level 3 4-Moderate 1) After Action Reviews 2) BP Internal Audits 3) Inconsistent Well reviews (IBR) Incon Well Review Process Organization Management 2-Effeciency Jassal
Improvement Engineering and performance elements of the entity’s operating activity to High End of Well Reports 4) Incident (Safety, Non-
Manager and implement improvements utilising continuous Productive Time) Investigations 5) EIAG 6) PIPs 7)
improvement methodologies and tools. 6.8.2.1 Identify Performance Reviews 8) KPIs 9) Rig audit
gaps and build plans to act on specific opportunities for 6.8.2.1: a) Continuous improvement plans across the
eliminating defects in the local business in a systemetic D&C b) Rig Audit action plans c) Closeout plans in
Networks
6.8.2 Optimization Continuous Drilling Systematically identify defects in the plant, process, people Level 3 4-Moderate 1) After Action Reviews 2) BP Internal Audits 3) 6.8.2.1 Lack of situational awareness Lack of Situational Learnings/Tracking 2-Effeciency Develop and embed Sprague/Thierens developing training program Sprague 12/30/10 1/21/10 -- target date from 12/30/09 to n
Improvement Engineering and performance elements of the entity’s operating activity to High End of Well Reports 4) Incident (Safety, Non- (unknown unknowns) and decision- Awareness comprehensive event and/or best for D&C in Excellent Execution. 12/30/10. In progress per Sprague.
Manager and implement improvements utilising continuous Productive Time) Investigations 5) EIAG 6) PIPs 7) making practice evaluation, learning,
improvement methodologies and tools. 6.8.2.1 Identify Performance Reviews 8) KPIs 9) Rig audit sharing and tracking process to
gaps and build plans to act on specific opportunities for 6.8.2.1: a) Continuous improvement plans across the systematically embed
eliminating defects in the local business in a systemetic D&C b) Rig Audit action plans c) Closeout plans in improvements.
Networks
Conformance Risk
Rating Ranking
6.8.3 Optimization Continuous Drilling Implement and maintain a process to capture learnings and Level 3 3-Moderate 1) Beyond the Best Process 2) Major Project D&C doesn't have a structured and Standardized Cont Imp Learnings/Tracking 2-Effeciency Develop and embed Use BtB CIP Process -- Leary to own. Use Rich 12/30/09 1/18/10 -- Sprague to Rich per Rich. n
Improvement Engineering sustain performance improvements in the local OMS. Common Process 3) Team Link 4) Tr@ction 5) specific, standardized CI plan Plan comprehensive event and/or best OMS and BtB. Need D&C Ops & Engr CIP
Manager Continuous Improvement Plans 6) Performance practice evaluation, learning, Plan documented.
Scorecards 7) Benchmarking 8) Purple Book sharing and tracking process to
improvements.
6.8.3 Optimization Continuous Drilling Implement and maintain a process to capture learnings and Level 3 3-Moderate 1) Beyond the Best Process 2) Major Project OMS not implemented yet, and we have Implement OMS OMS 3-Basics/BP Implement OMS OMS development in progress. Jassal 12/30/09 12/18: MoC complete, approved by y
Improvement Engineering sustain performance improvements in the local OMS. Common Process 3) Team Link 4) Tr@ction 5) not yet been through the Continuous Leary/Joslin/Skelton/Lacy/Dupree.
Manager Continuous Improvement Plans 6) Performance Improvement cycle
Scorecards 7) Benchmarking 8) Purple Book
6.8.3 Optimization Continuous Drilling Implement and maintain a process to capture learnings and Level 3 3-Moderate 1) Beyond the Best Process 2) Major Project No process in place to utilize data Capture Learnings Learnings/Tracking 3-Basics/BP Develop and embed Use BtB CIP Process -- Leary to own. Need Rich 12/30/09 1/18/10 -- Sprague to Rich per Rich. n
Improvement Engineering sustain performance improvements in the local OMS. Common Process 3) Team Link 4) Tr@ction 5) collected comprehensive event and/or best D&C Ops & Engr CIP Plan documented.
Manager Continuous Improvement Plans 6) Performance practice evaluation, learning,
Scorecards 7) Benchmarking 8) Purple Book sharing and tracking process to
improvements.
7.1.1 Privilege to Regulatory Director Identify applicable legal and regulatory HSSE requirements, Level 5 5-High 1) Compliance Management System (CMS) covers
Operate Compliance determining how these apply to the entity’s projects, all legal and regulatory requirements 2) Each
operations, maintenance, inspection, marine, facility has a CMS Matrix which identifies all
decommissioning and remediation activities, and products compliance tasks that are required 3) The tasks
and services. 7.1.1.1 Develop and maintain a compliance were developed by BP Compliance and verified by
matrix of HSSE regulatory and other legal HSSE the rig for applicability
requirements applicable to the local business: List 7.1.1.1: a) Compliance Management System (CMS)
obligations for HSSE permits and authorizations associated covers all legal and regulatory requirements b) Each
with local business; Assign specific accountability for the facility has a CMS Matrix which identifies all
development and management of the local HSSE compliance tasks that are required c) The tasks
compliance matris; Make the HSSE compliance matrix were developed by BP Compliance and verified by
readily available across the organization. the rig for applicability
7.1.2 Privilege to Regulatory Director Put a process in place to identify and where necessary Level 3 5-High 1) GoM Regulatory Notice Process manages The current process to ensure Reg Change Proc Compliance Program 5-Sig Risk Develop and embed Regulatory Dvelop a GoM Regulatory Notice Process that Tink 10/30/09 Document completed 2Q 09' per Tink. 9/22/09 y
Operate Compliance implement an MOC for changes to applicable legal and changes to requirements 2) Document Number: CD compliance with changes is not fully Change procedure manages changes to regualtory requirements Jim Grant considering rollout options for SPU -
regulatory HSSE requirements. # UPS-US-SW-GOM-HSE-DOC-000xx-2 3) This implemented because the document is (Scherie Douglas). if no rollout by SPU, will execute D&C rollout.
process is in practice; however, the document is in still in draft 10/21/09 - Jim Grant Rolled out to D&C LT.
draft stage Complete - Tink.
7.1.3 Privilege to Regulatory Director Identify and document specific compliance tasks to meet Level 5 5-High 1) CMS Compliance Matrices for each drilling facility
Operate Compliance applicable legal and regulatory HSSE requirements. identifies tasks necessary for compliance 2) Process
is systematic 3) The CMS team audits the process
annually, and changes tasks as necessary
7.1.4 Privilege to Regulatory Director Establish and implement operational controls needed to Level 3 5-High 1) Operational controls are identified in the No systematic way to ensure task Compliance Task Compliance Program 3-Basics/BP Develop and embed Compliance Develolp a Compliance Management System Tink 12/30/09 1/15/10 Tink - Document approved and posted y
Operate Compliance accomplish the identified compliance tasks to meet compliance matrices for each task 2) The tasks are completion due to complexity of dealing Completion Program to D&C Organization Process document. on the HSSE Website
applicable legal and regulatory HSSE requirements. currently being conducted but not systematically with different contractors and processes.
(each site completes tasks differently, and there is (Develop operational controls document
no completion status report) to ensure tasks are completed and roll
out to D&C)
7.1.5 Privilege to Regulatory Director Assign and document accountabilities for the identified Level 3 5-High Compliance Management System (CMS): 1) Each The accountable individuals perform Clear CMS Accountability Compliance Program 4-Moderate to Develop and embed Compliance Develop compliance system rollout roles and Tink 4/30/10 9/22/09 - still on track for end of 1Q 10' n
Operate Compliance compliance tasks to meet applicable legal and regulatory facility has a CMS Matrix which identifies all their tasks, but are not clear about their High Program to D&C Organization responsibilities and rollout to affect employees. delivery, Tink. 1/15/10 Material developed -
HSSE requirements, and communicate these to the compliance tasks that are required 2) The Matrix accountability within the Compliance rollout plan currently being worked, Tink.
accountable individuals. identifies a person who is responsible for the task Management System per the CMS Moved completion date back to April so rollout
requirement can be done at WLS Meetings - Tink 3/9/10
7.1.6 Privilege to Regulatory Director Verify completion of the identified compliance tasks to meet Level 2 5-High 1) Each facility tracks the completion of tasks and No current system used to verify Compliance Task Compliance Program 3-Basics/BP Develop and embed Compliance Evaluate and select a compliance tracking tool. Tink 10/30/09 9/22/09 - have completed rig by rig y
Operate Compliance applicable legal and regulatory HSSE requirements, report identify suspected deviations independently 2) CMS completion of all identified HSSE Completion Program to D&C Organization assessment of current tracking methods. Still
and investigate instances of non-compliance and take action “Best Practices Recommendation” for completion compliance tasks on all drilling rigs on track to deliver by end of October, Tink.
to prevent recurrence. tracking are those tasks that require reporting to an 10/28/09 - A tracking tool has been chosen
Agency should be electronically tracked 3) MMS and accepted by Harry Thierens. Complete -
and EPA noncompliances are entered into Tr@ction Tink.
and investigated per GoM incident processes
7.1.6 Privilege to Regulatory Director Verify completion of the identified compliance tasks to meet Level 2 5-High 1) Each facility tracks the completion of tasks and Not all BP-requirements (non-regulatory) 3-Basics/BP Develop and embed Tink Tink 10/30/09 1/18/10 -- Sprague to Tink per Rich. n
Operate Compliance applicable legal and regulatory HSSE requirements, report identify suspected deviations independently 2) CMS task failures are entered into Tr@ction comprehensive event and/or best
and investigate instances of non-compliance and take action “Best Practices Recommendation” for completion practice evaluation, learning,
to prevent recurrence. tracking are those tasks that require reporting to an sharing and tracking process to
Agency should be electronically tracked 3) MMS systematically embed
and EPA noncompliances are entered into Tr@ction improvements.
and investigated per GoM incident processes
Traction for Rqrmnt Failure Learnings/Tracking
7.1.7 Privilege to Regulatory Director Implement and maintain a programme for verifying Level 3 5-High 1) CMS requirements meet the requirements for the We lack an operational controls Compliance Control Doc Compliance Program 3-Basics/BP Develop and embed Compliance Develolp a Compliance Management System Tink 12/30/09 1/15/10 Tink - Document approved and posted y
Operate Compliance compliance with other (non HSSE) legal and regulatory program but it has not been fully implemented document that would include non- Program to D&C Organization Process document. on the HSSE Website
requirements. compliance tasks, and would be rolled
[await response from Tammy - SPU] out to D&C
7.1.8 Privilege to Regulatory Director Communicate to the workforce the existence and importance Level 1 5-High 1) No formal rollout 2) Initial communication to Lack of understanding among D&C Compliance Proc Compliance Program 3-Basics/BP Develop and embed Compliance Rollout Compliance Management System Tink 4/30/10 9/22/09 - still on track for end of 1Q 10' n
Operate Compliance of these compliance programmes. WSLs and HSE advisors prior to program organization of the compliance programs Understanding Program to D&C Organization program to the D&C organization delivery, Tink. Material developed - rollout
implementation plan currently being worked, Tink. Moved
completion date back to April so rollout can be
done at WLS Meetings - Tink 3/9/10
7.2.1 Privilege to Community and NA Identify key communities and stakeholders involved in or n/a n/a N/A to D&C
Operate Stakeholder affected by its operating activities and designate
Relationships accountabilities for managing the relationships with them.
7.2.2 Privilege to Community and NA Build relationships with identified key communities and n/a n/a N/A to D&C
Operate Stakeholder stakeholders through early engagement, listening and
Relationships responding to their expectations and concerns about its
operations, projects and products.
7.2.3 Privilege to Community and NA Record external commitments made by the entity to the n/a n/a N/A to D&C
Operate Stakeholder identified key communities and stakeholders and take action
Relationships with respect to these commitments.
7.2.4 Privilege to Community and NA Establish and implement a process to receive n/a n/a N/A to D&C
Operate Stakeholder communications from key communities and stakeholders;
Relationships and document responses.
7.2.5 Privilege to Community and NA Identify and manage the environmental, health and social n/a n/a N/A to D&C
Operate Stakeholder impacts of changes to operating activities on key
Relationships communities and stakeholders.
7.3.1 Privilege to Social NA Identify whether there are social responsibility issues n/a n/a N/A to D&C
Operate Responsibility associated with their operating activities, and manage the
associated impacts.
7.4.1 Privilege to Customer Focus Atlantis Wells Manage BP customer relationships consistent with the entity Level 4 2-Low to 1) Participate with assets to develop LTP and GFO's,
Operate Operations business strategy and annual plan. Moderate including monthly cost reconciliation, Monthly
Manager Performance Scorecards, Leadership PC's roll up to
SPU objectives 2) D&C organization principle is to
maintain a strong relationship with the assets 3)
Deliver well to the SOR. 4) Asset approval of AFEs.
5) RLG survey of Asset VPs in 2008 - evaluated and
took actions from this. 6) Handover for every well -
robust process.
7.4.2 Privilege to Customer Focus Atlantis Wells Implement and maintain a process to make relevant Level 4 1-Low 1) Townhalls 2) Roles and Responsibilities 3) Asset
Operate Operations members of the workforce aware of the importance of D&C Performance Reviews 4) Annual Code of
Manager maintaining BP customer relationships. Conduct certification
Conformance Risk
Rating Ranking
7.4.3 Privilege to Customer Focus Atlantis Wells Implement and maintain a process to receive and respond to Level 4 3-Moderate 1) Asset D&C performance reviews 2) Participation No ongoing, formal feedback loop to Ongoing Customer Organization Management 1-Excellence Jassal
Operate Operations BP customer feedback on HSSE, service and quality in asset HSSE steering committees 3) Wells ensure these activities or relationships Feedback
Manager issues. Scorecards, including production rates, skin factors, are good
well time and costs reviews 4) Asset post-well
reviews 5) SIMOPS meetings 6) First year
operability reviews 7) Feedback mechanisms, such
as Open Talk
7.4.4 Privilege to Customer Focus Atlantis Wells Implement and maintain a process for managing or assuring n/a n/a N/A to D&C
Operate Operations all BP supervised activities involved in the safe
Manager transportation, storage and delivery of products to BP
customers.
7.5.1 Privilege to Product NA Maintain a register of products, and systematically assess n/a n/a N/A to D&C
Operate Stewardship them for HSSE hazards and risks and the legal and
regulatory HSSE requirements applicable to BP in relation to
the products from development through to end user for
anticipated conditions of storage and use, and reassess
when changes occur.
7.5.2 Privilege to Product NA Inform the workforce, BP’s customers and other identified n/a n/a N/A to D&C
Operate Stewardship stakeholders about the relevant identified HSSE hazards and
risks relating to products through the provision of material
safety data sheets, warning labels or other communication
media.
7.5.3 Privilege to Product NA Implement and maintain a process to record, investigate and n/a n/a N/A to D&C
Operate Stewardship learn from product related HSSE effects and incidents
reported to BP by other parties.
7.5.4 Privilege to Product NA Implement and maintain a product recall procedure and n/a n/a N/A to D&C
Operate Stewardship emergency response procedure for product related HSSE
effects and incidents reported to BP by other parties.
Exercise the procedures at defined intervals.
7.5.5 Privilege to Product NA At defined intervals assess, document, and implement n/a n/a N/A to D&C
Operate Stewardship opportunities that are consistent with the entity business
strategy, to replace chemical constituents or products that
may present a significant risk to health or the environment,
with chemical constituents or products that present a lesser
risk.
8.1.1 Results Metrics and Performance Use leading and lagging indicators to monitor progress Level 3 4-Moderate 1) Weekly Operations reports provide some leading Material Mgmt Group: accountabilities MM Group Frcst Financial Control 3-Basics/BP Jassal
Reporting Manager against the objectives and targets in the annual plan. to High indicators 2) Monthly cost forecasting 3) Monthly not clear for physical, cost forecast Accountabilities
performance scorecards 4) GFO updates 5) Ad-hoc
presentations 6) LTP process identifies resourcing,
budget management 7) BtB Common Process front-
end loading scores 8) Indexes that assess project
execution readiness at each stage gate 9) HSSE
scorecards - leading lag indicators, conformance with
Annual Plan 10) Check AFEs, FMs when compared
to what was assumed in the plan 11) AFE Cost
Report across D&C
8.1.1 Results Metrics and Performance Use leading and lagging indicators to monitor progress Level 3 4-Moderate 1) Weekly Operations reports provide some leading Lacking emphasis on leading indicators Lack of Leading Indicator Performance Management 2-Effeciency Jassal
Reporting Manager against the objectives and targets in the annual plan. to High indicators 2) Monthly cost forecasting 3) Monthly and lower level metrics that influence the Use
performance scorecards 4) GFO updates 5) Ad-hoc lagging indicators. GoM D&C Key
presentations 6) LTP process identifies resourcing, Milestones and improvement objectives
budget management 7) BtB Common Process front- lacking visibility and communication (too
end loading scores 8) Indexes that assess project much emphasis on Days/10k &
execution readiness at each stage gate 9) HSSE Completion days which are outputs);
scorecards - leading lag indicators, conformance with emphasis and refining of the leading
Annual Plan 10) Check AFEs, FMs when compared indicators vs the output; e.g., achieving
to what was assumed in the plan 11) AFE Cost 100% cementing success on production
Report across D&C casing; visibility of actions on
performance improvement target areas
or NPT reduction
8.1.1 Results Metrics and Performance Use leading and lagging indicators to monitor progress Level 3 4-Moderate 1) Weekly Operations reports provide some leading Lack of systematic processes around Incon GFO-1, CAPEX, Financial Control 2-Effeciency Jassal
Reporting Manager against the objectives and targets in the annual plan. to High indicators 2) Monthly cost forecasting 3) Monthly GFO-1; CAPEX and OPEX that the OPEX
performance scorecards 4) GFO updates 5) Ad-hoc assets hold
presentations 6) LTP process identifies resourcing,
budget management 7) BtB Common Process front-
end loading scores 8) Indexes that assess project
execution readiness at each stage gate 9) HSSE
scorecards - leading lag indicators, conformance with
Annual Plan 10) Check AFEs, FMs when compared
to what was assumed in the plan 11) AFE Cost
Report across D&C
8.1.2 Results Metrics and Performance Provide employee access to operating performance indicator Level 3 3-Moderate 1) Monthly Performance Scorecards on GoM D&C Lack consistency on where data is kept Perf Metrics Storage Data Management 3-Basics/BP Enhance operating performance Jassal
Reporting Manager information to support delivery of the annual plan. Sharepoint site 2) Townhalls by LT discussing metrics use
performance 3) Team meetings discussing
performance 4) GFO updates 5) Time depth/cost
depth charts (teams) 6) Bi-weeky Lessons Learned
meeting 7) Cost meetings/monthly for assets,
projects, finance across D&C
8.1.2 Results Metrics and Performance Provide employee access to operating performance indicator Level 3 3-Moderate 1) Monthly Performance Scorecards on GoM D&C Employee surveys indicate mixed views Perf Metrics Use Performance Management 3-Basics/BP Jassal
Reporting Manager information to support delivery of the annual plan. Sharepoint site 2) Townhalls by LT discussing on data availability, accessibility,
performance 3) Team meetings discussing relevance, consistency
8.1.2 Results Metrics and Performance Provide employee access to operating performance indicator Level 3 3-Moderate 1) Monthly Performance Scorecards on GoM D&C Orientation doesn't adequately cover Perf Metrics Orientation Performance Management 3-Basics/BP Jassal
Reporting Manager information to support delivery of the annual plan. Sharepoint site 2) Townhalls by LT discussing business
performance 3) Team meetings discussing information/measures/accessibility
8.1.3 Results Metrics and Performance Report operating performance data in accordance with BP Level 4 5-High 1) Systematic use of Tr@ction, SAP, DIMS 2) Long Potential for errors in data still exists Data Error in Reporting Data Management 2-Effeciency Enhance operating performance Jassal
Reporting Manager requirements. Term Plan and GFO forecasts, updates 3) Monthly Systms metrics use
financial updates 4) Code of Conduct
communicated annually 5) Employees and
contractors encouraged to openly report 5) Purple
Book feeds, Orange Book feeds, etc. 6)
Partner audits and internal BP audits (CETs, PWC)
7) Reporting requirements - rig commitments
(LTCCs)
Conformance Risk
Rating Ranking
8.2.1 Results Assessment and Thunder Horse Implement and maintain a risk-based internal self Level 4 4-Moderate Cross-GoM Processes as follows: 1) Leadership site 8.2.1.2 Key competencies for Leader Asmnt Performance Management 2-Effeciency Jassal
Audit Wells Operations assessment programme to monitor that operating activities to High visits 2) KPIs 3) Internal audits 4) Audit Plan 5) assessment participants is not defined or Competencies
Manager are being carried out in accordance with the local OMS, this Audit Guidelines 6) Audit Schedule 7) SOCs documented for GoM D&C self-
shall include auditing of procedures and processes to (targets developed) 8) EMS Management Review assessment
validate they are operating as intended. 8.2.1.1 Include 9) GoM communication tools 10) Presentations 11)
leaders in the monitoring of operating activities through S&O audit protocols 12) GoM Field Checklists 13)
systematic self-verification, and in the follow-up of corrective GoM Action Tracking procedure 14) GoM Drilling
actions. 8.2.1.2 Define and document the key HSSE Self-Assessment System - monthly on a 6-
competencies required for team members participating in month cycle 15) GoM BP-owned Rig IM
self-assessments, according to the type of self-assessment. audit/review scheduled with Pride summer '09 (ad
hoc) 16) GoM BtBcp audit scheduled May/June
2009 - 3-year cycle 17) Rig Audits conducted every
two years 18) Marine Audits - 2-year cycle (?) 19)
DWOP dispensations are reviewed annually for
continued justification for risk reduction/performance
improvements
8.2.1.1: Leaders are engaged in all of these
processes, and in the corrective actions, and action
closures (level 4)
8.2.1.2: a) HSE undergoing competency
assessments now b) External audit teams are
professional-level (level 2) (risk level: low/mod)
8.2.2 Results Assessment and Thunder Horse Plan and prepare for audits by Group S&O as per the S&O Level 3 1-Low 1) S&O Audit - Steve Haden and David Saul have No single point of contact assigned S&O Audit Single POC Compliance Program 3-Basics/BP Assign Single Point of Contact for Tink
Audit Wells Operations audit programme. had further discussion with S&O (Jim O'Brien) 2) In S&O Audit
Manager time, S&O will make arrangements to audit Wells
Teams as part of SPU S&O audits 3) When they do,
they will focus on three main areas: a) DWOP
Conformance, with focus on Part B "Shalls" - use the
spreadsheet tracker to record where you are b) Rig
Audit - S&O will accept the rig audits we do
ourselves using Norman Wong's Team - emphasis
on action close out c) Well Integrity - WIMS
conformance will be important (SETA working on
protocol)
4) S&O audits of Wells teams not expected to take
place in 2009 due to pre-existing commitments.
Once suitable protocols in place expect audits from
2010 onwards 5) Management is committed to
preparation and applying lessons from previous other
audits
8.2.3 Results Assessment and Thunder Horse Identify and implement corrective actions with due dates for Level 3 5-High GoM Action Tracker Tool is functional for this, at: Action items not always followed up Corrective Action Followup Learnings/Tracking 3-Basics/BP Develop and embed Should reside in Project Services -- involve Sprague 10/30/09 n
Audit Wells Operations completion to address the findings of these self assessments http://gomtools.bpweb.bp.com/One%20Touch/SOI% (need to assign an Action Item comprehensive event and/or best Leary. Action Tracking in Sharepoint. Need to
Manager and audits, and track to completion. 20Action%20Items/Action%20Items/GOMActionTrac Coordinator (AIC) role to 1) log actions, practice evaluation, learning, identify Action Tracker coordinator.
ker/Pages/default.aspx dates, responsible party, etc. in tool 2) sharing and tracking process to
validate inclusion of requisite supporting systematically embed
documentation in tool 3) verify timely improvements.
closeout of actions)
8.2.3 Results Assessment and Thunder Horse Identify and implement corrective actions with due dates for Level 3 5-High GoM Action Tracker Tool is functional for this, at: HSE self-assessments are not being Track HSE Self Assmnts Learnings/Tracking 3-Basics/BP Develop and embed Should reside in Project Services -- involve Tink 10/30/09 1/18/10 -- Sprague to Tink per Rich. n
Audit Wells Operations completion to address the findings of these self assessments http://gomtools.bpweb.bp.com/One%20Touch/SOI% tracked (pilot stage) comprehensive event and/or best Tink. Action Tracking in Sharepoint.
Manager and audits, and track to completion. 20Action%20Items/Action%20Items/GOMActionTrac practice evaluation, learning,
ker/Pages/default.aspx sharing and tracking process to
improvements.
8.2.3 Results Assessment and Thunder Horse Identify and implement corrective actions with due dates for Level 3 5-High GoM Action Tracker Tool is functional for this, at: Gaps in D&C action tracking - no Action Tracking Process Learnings/Tracking 3-Basics/BP Develop and embed Action Tracking in Sharepoint. Need to identify Sprague 10/30/09 n
Audit Wells Operations completion to address the findings of these self assessments http://gomtools.bpweb.bp.com/One%20Touch/SOI% consistent process to define which comprehensive event and/or best Action Tracker coordinator.
Manager and audits, and track to completion. 20Action%20Items/Action%20Items/GOMActionTrac methodology is to be used to track all practice evaluation, learning,
ker/Pages/default.aspx corrective actions sharing and tracking process to
improvements.
8.2.4 Results Assessment and Thunder Horse Assess at defined intervals the results from self assessments Level 3 4-Moderate 1) "Way We Work" - Year-end Cycle of Performance Need to establish frequency-driven Establish Asmnt Learnings/Tracking 3-Basics/BP Develop and embed Action Tracking in Sharepoint. Need to identify Sprague 10/30/09 n
Audit Wells Operations and audits to identify trends, emerging risks, opportunities to to High Management: look at NPT, Completions assessments to evaluate trends, Frequencies comprehensive event and/or best Action Tracker coordinator.
Manager improve risk reduction measures and identify local OMS performance, gaps, collective priorities, people, cost emerging risks, and CRR opportunities practice evaluation, learning,
improvement opportunities. management, HSE, technology, etc. 2) Annual sharing and tracking process to
Planning Process systematically embed
improvements.
8.2.4 Results Assessment and Thunder Horse Assess at defined intervals the results from self assessments Level 3 4-Moderate 1) "Way We Work" - Year-end Cycle of Performance No scheduled D&C comprehensive and Systemic Asmnt Reviews Learnings/Tracking 3-Basics/BP Develop and embed Need to work into LT Meeting agenda. Rich 10/30/09 1/18/10 -- Sprague to Rich per Rich. n
Audit Wells Operations and audits to identify trends, emerging risks, opportunities to to High Management: look at NPT, Completions systematic review comprehensive event and/or best Sprague to visit with Thierens. Staff meeting
Manager improve risk reduction measures and identify local OMS performance, gaps, collective priorities, people, cost practice evaluation, learning, review: Action Tracker.
improvement opportunities. management, HSE, technology, etc. 2) Annual sharing and tracking process to
Planning Process systematically embed
improvements.
8.3.1 Results Performance Vice President Conduct formal documented Management Reviews at least Level 3 5-High 1) Leadership Team held review workshop to OMS not implemented in D&C, yet Implement OMS OMS 3-Basics/BP Implement OMS OMS development in progress. Jassal 12/30/09 12/18: MoC complete, approved by y
Review annually of the local OMS to determine its overall develop 2009 Priorities, but not using the OMS Leary/Joslin/Skelton/Lacy/Dupree.
effectiveness in delivering continuous risk reduction and system 2) Formal Management Review - annual 3)
performance improvement across the Elements of Annual Plan in place - reviewed on established
Operating. schedule - modifications made as needed 4) IPCs,
annual objectives tied to Annual Plan
8.3.2 Results Performance Vice President Implement and maintain a process to revise the local OMS Level 2 5-High 1) OMS not in place yet 2) Management Reviews of OMS not in place; have not gone Implement OMS OMS 3-Basics/BP Implement OMS OMS development in progress. Jassal 12/30/09 12/18: MoC complete, approved by y
Review with learnings identified at Management Reviews and in Annual Plan - monthly and at GFO cycles 3) Weekly through a cycle yet Leary/Joslin/Skelton/Lacy/Dupree.
response to updates to Group, Segment and SPU review of progress against Plan targets 4) Teams
requirements. review progress daily in morning meetings
8.3.3 Results Performance Vice President Track to completion improvement action items resulting from Level 3 4-Moderate 1) Action items captured and tracked by individual No formal action tracking system for Track Mgt Rev Actions Learnings/Tracking 3-Basics/BP Develop and embed Need to work into LT Meeting agenda. Sprague 10/30/09 1/18/10 -- Scorecard insights discussed at LT n
Review Management Reviews, reporting overdue action items to to High teams by various processes 2) Annual Plan management reviews comprehensive event and/or best Sprague to visit with Thierens. per Rich.
entity management at defined intervals. milestones - tracked at SPU LT level 3) LT focus practice evaluation, learning,
areas for D&C (cost, CE, HSE) 4) sharing and tracking process to
Projects track milestones, actions, risks - monthly systematically embed
(rotated among projects) 5) Stage Gates - wells improvements.
8.4.1 Results Budget Performance Develop the annual budget to provide resources to deliver Level 4 4-Moderate 1) CAPEX-OPEX - major processes; general GFO Disconnect between GFO1/IPC GFO1/IPC and LTP/GFO0 Financial Control 2-Effeciency Jassal
Management Manager the activities in the annual plan. to High process a) LTP development and LTP/GFOZero disconnect
(http://gomdnc.bpweb.bp.com/drlgengr/LTPAAR/Sha processes
red%20Documents/Forms/AllItems.aspx)
b) GFO Zero c) GFO One Processes d) RACI
Charts
2) PxO (cost center budgets) 3) Headcount
(resource planning database)
Conformance Risk
Rating Ranking
8.4.2 Results Budget Performance Monitor and control costs and record reasons for any Level 3 4-Moderate 1) Monthly Forecast Process Inconsistent purchase to pay process Incon PtP Process Financial Control 3-Basics/BP Jassal
Management Manager variances against the annual budget. Report to the budget to High http://gomdnc.bpweb.bp.com/docs/Documents/Proce
approver new or changing risks which may cause significant sses/Process%20-
variances. %20Forecastin%20GFO/Forecasting_Timeline_v4.p
pt
2) AFE Cost Tracker
(http://gomdnc.bpweb.bp.com/docs/Documents/Proc
esses/Process%20-
%20Cost%20Tracking%20for%20Wells/EOWR_05.p
df)
3) Timewriting Process
(http://gomdnc.bpweb.bp.com/bam/BP/Wiki%20Pag
es/Process%20-%20Timewriting%20-
%20Time%20Sheet.aspx)
4) D&C One-Pager and RACI Charts
(http://gomdnc.bpweb.bp.com/docs/Project%20Servi
ces/Forms/AllItems.aspx?RootFolder=%2fdocs%2fP
roject%20Services%2f%5fGOM%20Wide%2f2009%
20%2d%20VOWD%20%2d%20Forecast&FolderCTI
D=&View=%7b7BD4960A%2dC98C%2d4804%2d8E
51%2d8B4F56BE94F7%7d)
5) Nonfield lifting reports provided to cost center
BRO's (budget responsiblity owners) monthly; VP-
level review w/ each GFO
6) Headcount - reviewed monthly by D&C Perf Mgr.
and reconciled with Resource Planning Database;
RPD reconciled quarterly with HR
8.4.2 Results Budget Performance Monitor and control costs and record reasons for any Level 3 4-Moderate 1) Monthly Forecast Process Inconsistent accountability for cost Incon Cost Control Financial Control 3-Basics/BP Jassal
Management Manager variances against the annual budget. Report to the budget to High http://gomdnc.bpweb.bp.com/docs/Documents/Proce control Accntablty
pt
2) AFE Cost Tracker
esses/Process%20-
df)
51%2d8B4F56BE94F7%7d)
8.4.2 Results Budget Performance Monitor and control costs and record reasons for any Level 3 4-Moderate 1) Monthly Forecast Process Lack of a standard and phased COPAS Standard Eqpt Cost Financial Control 2-Effeciency Jassal
Management Manager variances against the annual budget. Report to the budget to High http://gomdnc.bpweb.bp.com/docs/Documents/Proce plus equipment cost forecast on a Forecast
approver new or changing risks which may cause significant sses/Process%20- monthly basis from GoM Material
variances. %20Forecastin%20GFO/Forecasting_Timeline_v4.p Management group
pt
2) AFE Cost Tracker
esses/Process%20-
df)
51%2d8B4F56BE94F7%7d)
8.4.2 Results Budget Performance Monitor and control costs and record reasons for any Level 3 4-Moderate 1) Monthly Forecast Process Lack of clarity around AFE Process Unclear AFE Process Financial Control 2-Effeciency Jassal
Management Manager variances against the annual budget. Report to the budget to High http://gomdnc.bpweb.bp.com/docs/Documents/Proce
pt
2) AFE Cost Tracker
esses/Process%20-
df)
51%2d8B4F56BE94F7%7d)
Gap Priority Matrix
ELT Seek Feedback Rental Equip QA
BBS Trending Underresourced teams Risk Decision Strategy Compliance Task Completion Clear CMS Accountability Procedure Comms
Risk Mitigation Visibility Org Changes in Resource Plng Achievable Targets Compliance Task Completion Reg Change Proc
D&Cwide COW Asmnt Results Span of Control Resources Outside D&C Traction for Rqrmnt Failure RMP Visibility
GP 48-03 Applicability Resources Outside D&C CPOL Coord Inconsistency Compliance Control Doc
Responsibility Confusion Aggregation of Risk Compliance Proc Understanding
GWSI Inefficient All Risks Captured Corrective Action Followup
Supplier NPT Ownership Standard Risk Comparison Track HSE Self Assmnts
Standardize Procedures Common Risk Register Action Tracking Process
High
Define Applicable RPs Risk Communication Implement OMS

Project Stages Orientation Risk Reduction Comm Implement OMS
Embed ESOR System Collaborative Risk Comm
Embed Well Handover Process Simplify PS Risk Process
Document Inspection Reports Flights to Devon
Data Error in Reporting Systms Regular Procedure Review
Boat to Rig Trans Permit
Global Code Proj Standards
Project Interfaces
Owned Rig Procedures
Failure Report Conclusions
OMS Understanding Periodic Asmnt Drvng Cmplnce
OMS New Emp Orient Develop OMS Lack of Leading Indicator Use Rig Schedule Hopper Mobile Phone Driving Reqs
Regulatory Notice Process Clarity of Feedback Tools Incon GFO-1, CAPEX, OPEX Develop OMS Mobile Phone Driving Reqs
Contractor Inc Inv ABC Analysis Incon Culture Asmnt Tools Leader Asmnt Competencies Target Risk Reductn Comms Implement MOC
Moderate to High
MWE, SWE Tool Awareness Orient to Sharing Tools GFO1/IPC and LTP/GFO0 disconnect Frank Performance Feedback Implement MOC
Cnsistnt Team Risk Levelling Standard Eqpt Cost Forecast Develop LOMS Manual Integrate Risk Asmnt w/MOC
Cnsistnt Team Risk Levelling Unclear AFE Process All TLs Conduct 360 Implement MOC
Document Confidentiality Register Inconsistent PDP Discussions Implement MOC
Incon Enviro Risk ID and Mgt Inconsistent Succession Plng Document Control Procedures
GHG, Water, Waste Targets Inconsistent Perf Management Contractor Inc Inv Quality
Waste Mgt Program Use Inconsistent Objective Setting Integrate Interventions w/Projects
Period Asmnt of Travel Compliance Finalize Risk Mgt Plan Incon GFO-1, CAPEX, OPEX
Track Mgt HSE Rev Actions Implement WAM Establish Asmnt Frequencies
MWE, SWE Tool Awareness Prioritize Learnings Systemic Asmnt Reviews
Address, Track Equip Failure Still Operating Decentralized Track Mgt Rev Actions
Incon Tech Limit Process Inconsistent Risk Red. Process Standard Eqpt Cost Forecast
Incon Well Review Process Incon Risk Asmnt Process Unclear AFE Process
DEIP not Rolled Out Incon BtB and MPCP Registers
Lack of Situational Awareness Align Risk Asmnt to OMS
Incon Risk Asmnt Process
Group Essentials Importance
Reorg Changes Remain Doc Systematic Op Strategy Implement OMS Implement OMS Med Rcrds Conf
Competency Frmwrk Refresh Inconsistent CAM/SS Process People Resourcing Strategy Perf Metrics Storage MOC Deadline Creep
Compl WSL Competencies Lrng Progrssn Map Refresh Single Critical Job Register Perf Metrics Use
Initial Competency Assessment Lack of D&C Security Expertise Contractor IH Programs Perf Metrics Orientation
Technology Gvrnance Process Incon Asset Post Well Review Tr@ction Security Incidents
D&C/Asset Technlgy Plan Overlap Capture Learnings MODU Security Understanding
Moderate
Technlgy Resource Sharing Rollout Security WPV

Ongoing Customer Feedback Period Asmnt MC Driving Comp
MC Driving Refresher
MC Driving Orientation
Period Asmnt Driver Fitness
Driver Fitness Refresher
Driver Fitness Orientation
Document Control Procedures
Use Document Control Proced
Use Document Control Proced
Standardized Cont Imp Plan
Intgrte D&C Op/OMS w/SPU Policy

Duplicate Asset/D&C Fin Control
Incon Fin$ Data, Plan vs. Actual
Low to Moderate
Incon Financial Data Schedule

Asset/D&C People Costs Asgnmnt
Document non-VTA training
Industry Standard/RP Access
SOP Location Understanding
Post-Challenger Training
Prcurmnt Effectivenss Rev Timng Develop OMS

S&O Audit Single POC
Low
Excellence Efficiency Basics & BP Requirements Legal Compliance Significant Risk Mitigation
Gap Relative Risk
Gap Priority Matrix -- Worst Case Gap Aggregate (# gaps) Closure Date Highest Priority Gaps
Contractor Interface (5) 4Q09
Learnings/Tracking (26) 4Q09 Compliance Program (8) 1Q10
High
Logistics (2) 3Q09 Risk Management (24) 4Q09
OMS (10) 4Q09 Wells Procedures (9) 4Q09
Operations Procedures (2) 3Q09
Org Management (16) 2Q10
Project Management (6) 4Q09
Mod to High
Environmental (2) Data Management (6) MOC (5) 4Q09

Performance Management (4) Financial Control (12)
Vehicle Safety (12)
Technology (3) IH/Health (1) People (15) 4Q09

Moderate
Security (3)
Low to Mod
Low
Basics & BP Significant Risk

Excellence Efficiency Legal Compliance
Requirements Mitigation
Gap Relative Risk
Note: ranking priority given to Gap Relative Risk
Dynamic Gap Priority Matrix -- Worst Case Gap Agg. (# gaps) Closure Date Highest Priority Gaps
Contractor Interface (5 4)
High
Learnings/Tracking (26 19) 1Q10 Compliance Program (8 3) 1Q10 Risk Management (24 2) 1Q10
Wells Procedures (9 7) 4Q10
Operations Procedures (2 1) Org Management (16 12) 2Q10
Project Management (6 5) 1Q10
Mod to High
OMS (10 1) Environmental (2) Data Management (6) MOC (5) 4Q09
Performance Management (4) Financial Control (12)
Vehicle Safety (12)
People (15 7)
Technology (3) IH/Health (1)

Moderate
Security (3)
Low to Mod
Low
Basics & BP Significant Risk

Excellence Efficiency Legal Compliance
Requirements Mitigation
Gap Relative Risk
Note: ranking priority given to Gap Relative Risk
Group Essentials Importance and Conformance Rating
1.1 Operating Leaders 1.1.1 1.1.2 1.1.3 1.1.4
1.2 Operating Strategy 1.2.1 1.2.2 1.2.3 1.2.4
Leadership
1.3 Planning and Controls 1.3.1 1.3.2 1.3.3

1.4 Resource and Implementation 1.4.1 1.4.2 1.4.3 1.4.4
1.5 Accountability 1.5.1 1.5.2 1.5.3 1.5.4
1.6 Communication 1.6.1 1.6.2 1.6.3 1.6.4 1.6.5 1.6.6 1.6.7
1.7 Culture 1.7.1 1.7.2
2.1 Organization Structure 2.1.1 2.1.2 2.1.3 2.1.4
Organization
2.2 People and Competence 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 2.2.6
2.3 Operating Discipline 2.3.1 2.3.2 2.3.3
2.4 Organizational Learning 2.4.1 2.4.2 2.4.3
2.5 Working with Contractors 2.5.1 2.5.2 2.5.3 2.5.4 2.5.5 2.5.6
3.1 Risk Assessment and Management 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6
3.2 Personal Safety 3.2.1 3.2.2
3.3 Process Safety 3.3.1 3.3.2 3.3.3
Risk
3.4 Health and Industrial Hygiene 3.4.1 3.4.2 3.4.3 3.4.4 3.4.5 3.4.6 3.4.7
3.5 Security 3.5.1 3.5.2 3.5.3 3.5.4 3.5.5
3.6 Environment 3.6.1 3.6.2 3.6.3
3.7 Transportation 3.7.1 3.7.2 3.7.3 3.7.4 3.7.5 3.7.6 3.7.7 3.7.8
4.1 Procedures and Practices 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5
4.2 Management of Change 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7
Procedures
4.3 Information Management and Document Control 4.3.1 4.3.2 4.3.3 4.3.4
4.4 Incident Management 4.4.1 4.4.2 4.4.3
4.5 Control of Work 4.5.1
4.6 Crises and Continuity Management and Emergency Response 4.6.1 4.6.2 4.6.3 4.6.4 4.6.5
5.1 Project Management 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9
5.2 Design and Construction 5.2.1 5.2.2 5.2.3 5.2.4 5.2.5 5.2.6 5.2.7 5.2.8
Assets
5.3 Asset Operation 5.3.1 5.3.2 5.3.3 5.3.4 5.3.5

5.4 Inspection and Maintenance 5.4.1 5.4.2 5.4.3 5.4.4 5.4.5 5.4.6
5.5 Decommissioning and Remediation 5.5.1 5.5.2 5.5.3
5.6 Marine Operations 5.6.1 5.6.2 5.6.3 5.6.4 5.6.5 5.6.6
6.1 Plant Optimization 6.1.1 6.1.2 6.1.3
6.2 Energy 6.2.1 6.2.2
Optimization
6.3 Feedstock and Product Scheduling and Inventory 6.3.1 6.3.2

6.4 Quality Assurance 6.4.1 6.4.2 6.4.3
6.5 Technology 6.5.1 6.5.2
6.6 Procurement 6.6.1 6.6.2
6.7 Materials Management 6.7.1 6.7.2 6.7.3
6.8 Continuous Improvement 6.8.1 6.8.2 6.8.3
7.1 Regulatory Compliance 7.1.1 7.1.2 7.1.3 7.1.4 7.1.5 7.1.6 7.1.7 7.1.8
Privilege to
7.2 Community and Stakeholder Relationships 7.2.1 7.2.2 7.2.3 7.2.4 7.2.5
Operate
7.3 Social Responsibility 7.3.1

7.4 Customer Focus 7.4.1 7.4.2 7.4.3 7.4.4
7.5 Product Stewardship 7.5.1 7.5.2 7.5.3 7.5.4 7.5.5
8.1 Metrics and Reporting 8.1.1 8.1.2 8.1.3
Metrics and
Reporting
8.2 Assessment and Audit 8.2.1 8.2.2 8.2.3 8.2.4

8.3 Performance Review 8.3.1 8.3.2 8.3.3
8.4 Budget Management 8.4.1 8.4.2

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Assessment Data Export

Assessment: GoM DxC Gap Analysis Lead: Webster Mark (BP1\websteme)

Define Applicable RPs Risk Communication Implement OMS

Technlgy Resource Sharing Rollout Security WPV

Intgrte D&C Op/OMS w/SPU Policy

Incon Financial Data Schedule

Prcurmnt Effectivenss Rev Timng Develop OMS

Environmental (2) Data Management (6) MOC (5) 4Q09

Technology (3) IH/Health (1) People (15) 4Q09

Basics & BP Significant Risk

Technology (3) IH/Health (1)

Basics & BP Significant Risk

1.3 Planning and Controls 1.3.1 1.3.2 1.3.3

5.3 Asset Operation 5.3.1 5.3.2 5.3.3 5.3.4 5.3.5

6.3 Feedstock and Product Scheduling and Inventory 6.3.1 6.3.2

7.3 Social Responsibility 7.3.1

8.2 Assessment and Audit 8.2.1 8.2.2 8.2.3 8.2.4

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