HAMISH WESTWATER PROJECTS GROUP MANAGER INTRODUCTION / AGENDA - PowerPoint PPT Presentation

HAMISH WESTWATER – PROJECTS GROUP MANAGER

INTRODUCTION / AGENDA Introduction 1. Beryl Hub / Garten Opportunity 2. The Leadership Challenge 3. Critical Success Factors 4. Culture & Leadership – Setting the Expectation  Early Stakeholder Engagement – Challenging the Norm  Fit for Purpose Design / Collaboration  Meeting The Challenge - Accelerated Schedule 5. Delivering The Scope - Facilities 6. Final Outcome – Key Lessons Learned 7. 2

BERYL HUB / GARTEN FIELD  Beryl area lies in the UK North Sea around 200 miles NE of Aberdeen in blocks 9/13, 9/18 & 9/19 Beryl Bravo  Beryl First Production in 1976  Acquired by Apache 2011 Nevis Beryl Alpha  In excess of 230 Development Wells (47 subsea wells) in total Ness Garten Callater  Garten (6km SE of Beryl A) Buckland Skene  Discovery Well - March 18  First Production – Nov 18 Storr 3

GARTEN PROJECT – THE CHALLENGE  Pre-Drill, Garten Schedule was to deliver First Production end Q1 2019  However, significantly better than expected wellbore logs brought around a challenge to accelerate production into Q4 2018 and maximise value to Apache Fit For Purpose Culture & Challenge The Early Stakeholder Design / Leadership Norm Engagement Collaboration Identify Set clear Identify critical Utilise existing Stakeholders that expectations path design can influence schedule Facilitate Don’t optimise Challenge history approvals the unknown Explain Challenge and work Empower the Ask what can be Trust the Supply together to team done to accelerate Chain deliver 4

GARTEN PROJECT – CRITICAL SUCCESS FACTORS Culture & Leadership – Setting the Expectation  Clear Leadership and expectations communicated from the Management Team  All in-house Functions co-located and empowered to act – Apache Core Values  Operations and Projects working closely together to deliver change – Operational Excellence Decisive, Invested Working and Managers Committed Sees the Big Fire in the Picture and Belly Translates into Action Best Communicates Answer Effectively Wins 5

GARTEN PROJECT – CRITICAL SUCCESS FACTORS Early Stakeholder Engagement – Challenge the Norm  Review of the Critical Path identified many Stakeholder activities out with Apache’s direct control but within our sphere of influence:  Commercial CTIA  Commercial TPOSA  FDP/ES Submission & Approval  PWA Approvals  Safety Case Update  By engaging early and challenging the norm with the Regulatory Bodies and our Partners, we successfully changed timelines and ways of working to accelerate all critical path approvals:  Commercial CTIA  Commercial TPOSA All negotiated and approved in < 8 months  FDP/ES Submission & Approval Setting a new benchmark (In many cases, Approval times vastly accelerated)  PWA Approvals  Safety Case Update 6

GARTEN PROJECT – CRITICAL SUCCESS FACTORS Fit For Purpose Design - Collaboration  Tried, Tested and Trusted Supply Chain - Utilising in place Service Agreements  Exploit trusted relationships and Asset knowledge (Existing proven design)  Maximise responsiveness and reactiveness 7

MEETING THE CHALLENGE - ACCELERATED SCHEDULE  Highly Optimised schedule prepared including multiple parallel scopes and approvals 2017 2018 2019 ACTIVITY Q4 Q1 Q2 Q3 Q4 Q1 Garten Development Appraise CP2 Topsides & Subsea FEED Complete CP3 Post Drill Basis of Design Issue Drilling and Completion Commercial CTIA Commerical TPOSA FDP/ES Submission FDP/ES Approval PWA Approvals Detailed Eng & Des Proc & Fab [inc. Long Leads] Topsides Construction CP4 Subsea Installation CP4 Commissioning & Start-Up CP5 First Oil Project Close Out Milestone 8

DELIVERING THE SCOPE - FACILITIES 9

FINAL OUTCOME / LESSONS LEARNED Outcome:  Discovery to First Production in < 8 months 3 zone smart completion  Subsea well tied back through Buckland bundle (utilising existing infrastructure)  Production re-routed from A6 to E4 riser (utilising existing infrastructure)  Topsides designed to deliver minimum 15mbd with potential upside of 25mbd  via twin flowlines to existing platform infrastructure Project future proofed for future production wells and water injection once  reservoir characteristics known and fully understood Key Lessons:  Possible to Maximise Value by accelerating production  Historical Norms (internal and external) can be challenged and improved  Design to the P50 case and where possible use existing infrastructure and standardise where possible  Put Trust in your team and Trust the Supply Chain 10