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Plan/ GoMD&COperating LocalOMSManual

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Exhibit No. Worldwide Court

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Approvd-lssuedfor Use

Webster Mark GustodianOwner Docwnent Chst

MA

Kevin Lacy

I),ocumentStatrs Discaplino ID
DM

Authority

Docum nt Gonbol
Numlrer

(rgrotrdon ID

ttrctor lD

Soquence Numbcr
0001

D@Umnt Rrvislon 0

zzs,o

'r2

AMENDMENT RECORD

't1t1t2009

MW

Approved- lssuedfor GoM Use

Titlc of Documcnt;
Aulnodtv:

ffi[iff
Kevin 13cv

T"*uns

P|an, Locar

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COl{FIDENNAL

BP+lzllflBl00l934/tg HC@0S{16518

OF TABLE CONTENTS 1 """' 5 In tro d u cti o n ....................... """""5 Summary.. 1.1 Executive . ""."""""6 and 1.2 Vision Strategt . . ..'......'. """'9 Commitment 1.3 Management """"9 Structure 1.4 Organ'ization """'9 and 1.4.1 Drilling Completions-....... OaCOperations Cotr,t """"""'11 1.4.1.'l .........."""""15 Team' ....... 1 .4 .1 .2Go MD & CH S SE Team Management """"""15 1.4.1.3 Performance .."""""""' 18 1 .4 .1 .4P ro j e ctsT e am........ 18 ..........."""" y 1 .4 .1 .5T e i h n o l o gT eam Team ... """"""""' 18 1 .4 .1 .6R i ga n dWe l l ser vices ......"""""18 lM Assur ance.".......... and 1 .4 .1 .7R i gOw n e rship ....-... """19 and 1.5 OMSlmplementation Govemance ......' ....' ..."1 9 1 .5 .1 OMSl mp l e me ntation .........""""19 OMS........ 1 .5 .2 S u sta i n i n g Governance ""'20 1.5.3 GoMD&COMS and Prioritization """22 2 Risk Assessment ..--.'."""22 2.1 Riskldentification -...-.'."""""'22 Assessment'...... Risk Hazard 2.2 Major and Conformance Risk...........23 OMSCapAssessment Sub-Element 2.9 ..--."23 2.4 Prioritizaiion............... and Contro1s............ """""""'24 3 GoMD&CPlanning '....'."24 the Beyond Best(BtB)....-... and 3.1 Drilling Completions --'......"""24 and 3.2 CostPlanning Controls .- - ..- ..- - .........24 Me F i n a n ci a i mor andum............ 9 .2 .1 - - .......- """25 T 3 .2 .2 L o n g e rmP 1 a n.......... ...............'25 3 .2 .9 R i gS ch e d u |e .............. ...-""""27 (GFO)....... FinancialOutlook 3.2.4 Group --.....'.""""'27 Process Forecast 9.2.5 D&CMonthly ..."..........."'29 Plans D&COMSGapGlosure 3.3 GoM ......'..-."30 Plan....'... Activity SeUAnnual 3.4 Prioritized ......"""31 and 4 lmplementation Operations """'31 Framework 4.1 Operating ..............31 4 .2 OMSD o cu me n ts Action..................................'32 and Evaluation Corrective 5 Measurement, ..--'.32 andReviews.....'--....'.. Metrics 5.1 GoMD&CPerformance ............'36 and lmprovement.... Review 6 Management .....'.36 Review. 6.1 CoU OaCManagement

Title of Docarment:
A|fihority:

GoM D&C Operating Plani Local

f'lMS Manr ral

llocument Number:
Reva3ad:

2200-T2-DM-MA-0001

Kevin Lacv

o
11t1t2009

CustodianOwnan Retention Codc: Socurity Glagtification:

w-,'r.m

MarkwebGter AM0000
Proiect Confidential

lssuo Date: Next Review Date {if aoolicablel:

Page: revisaon.

11t1t2010
Pag 3 of 73

chacr Dw Doc-r revision to ensule vou afe using the corect

CONFIDENTIAL

BP+|ZN-M8100193450
ftcc009016519

6 .1 .1 6.1.2 6.1.3 6.1.4 6 .1 .5 6.1.6 6.1.7 6.1.8 6.1.9 6 .1 .1 0 6.1.11 6 .1 .1 2 6 .1 .1 3 6 .1 .1 4 6 .1 .1 5 6 .1 .1 6 6 .1 .1 7 6 .1 .1 8 6.1.19 6.1.20 6.1.21 6.1.22 6.1.23 6.1.24 6.1.25

P re -T o u r e ti ng..... Me ................... 37 Pre-Job Meeting ........97 CrewEngagement Meeting ........97 AfterActionReviewlesson Learned (Rigsite)...............3g Meeting D a i l y e ra ti o nseeting Op M ............ ................39 Wells TeamLeader Meeting.... ....................3g HSSE Steering Committee Meeting ............39 HSSE Performance Management Meeting ...................3g WellSite Leader HSSE Conference Cal|........... ...........39 H S S E ta ff e tin9............. S Me .......39 AfterAction Reviedlesson Learned (Town)...................39 Meeting L T Me e ti n g ................39 D & CP e o p l e o rum F .................... 39 L TA w a yD a y.......... ...................39 E L TMe e ti n g ............... ................40 We l lR e vi e w .............. ..................4 0 R i skR e vi e w .............. ..................40 C o stR e vi e w eting..... Me .............40 OMSSteering TeamMeetings ....................40 DE TeamLeader Meeting .........40 CE TeamLeader Meeting ..........40 Engineering/Operations Meeting .................40 No Drilling/Completion Surprises.. ...............41 Lessons Learned Sharing..... ......41 Partner Meeting .........41

Appendices ,,The AppendixA: GoM D&CEvidence Inventory: WayWe Work"...............42 AppendixB: GoM D&GOMSSustaining Activitiesand Accountabilities....Tl Figures Figure BP Commitment HSSE 1: to ...................9 Figure GoMDeepwater 2: Drilling Engineering Team..... ...................11 Figure GoMDeepwater 3: Completion Engineering Team ................12 F i g u r e : R i gOp sT e a m 4 ..................13 F i g u r e : R A C I h a rt 5 C .....................14 Figure RACIChart GoMProject 6: for Services... .............17 Figure Process Opportunig 7: for Progression........ ........27 Figure D&CMonthly 8: CostForecast WIPTime|ine............. and .....28

Title of Documont: GoM t)&C Operating Plan/ Local Authority:

Custodian/OyYnen OMS Manual Kevin Lacv

DocumentNumber: 220GT2-DM-MA-0001
Flevl3ionl

MarkWebster AAAOOOO

Rotention Gode:

lscue Date: Nert Review Date

(if aoolicablel:

o 11t1t2009
11t1t2010
Page 4 of 73

Security Page: Classification: Pmlect Confidential wamang: Check qW Oocareyision to ensunayou are using the correct revision.

CONFIDENTIAL

BP-t{ZN-il8t00193451 HCG009-016520

1 Introduction
' 1 . 'i K x*{:*ti v* $ tl ;::*:*rY

existing and improves systemthat integrates management operating OMS is a comprehensive operation.OMS safe and reliable to systems. lt piovideslneframework achieve management In in to frombasiccompliance excellent performance. of everyelement operating, helps-manage the BP will position to take and maintain lead in the'longterir, effeitiveOMS implemenlation culturethat learns and derivescontinuous while buiding a supporting operatiig excellence improvement. through and procedures the At the locallevel,the localOMS includes SPU and site processes Segmentrequirements.This paper and meets Group and which the businessis delivered, (D&C)Organization and Cornpletions (GoM)Drilling Gulf how describes the centralized of Mexico TeamModel support.ThisCentral activig,and majorprojects execution well planning, manages in was initiated April2008. commitment' of The remainder sectionone, includesour vision and strategy,management OMSovertime,i.eand rolesand responsibilities, howwe will sustain key govemance including delivery for lmfrovimentCycle. The GoM D&CVP is accountable operational ihe p"rformance in are Teammembers instrumential ensuring and OMS conformance, D&CLeadership including to of succesi through understanding the key aspects of OMS, ensuring conformance OMS has Cycle. Eachemployee the lmprovement Performance the and driving associated essentials, and withOMScontent howit drivesperformance. familiar to responsibility become leadsto withinGoM D&C. OMS implementation how risk is managed Sectiontwo addresses our organization, The intentionof our risk processesacross risk strandardizing management of on set processis-to providea comprehensive of instructions the management managemenl to risks. The plan coversthe completerisk life cyclefrom initialidentification close-out.We use work processes:Beyondlhe Bes! CommonProcess(BtBcp)' for two mainpiocedures managing Plan projectCommonprocess(MPcp). The GoM D&C Risk Management will.bring and Majoi and consistently' in with OMS so that risk is managedeffectively into alignment our processes by in All with compliance OMslequirements. risksshallbe recorded and managed the BP RAT, for riskmanagement. tool the Groupapproved GoM D&C planningand controlprocesses. Beyondthe Best Common Sectionthreeaddresses planning.Cost processdetailsmethodology for acrossthe E&Psegment drillingand completions planning controls include: and for . Financial Memorandum usedto obtainauthorization fundinga prcject. . . Cost Center Long Term Plan - 1 year Life of Field (LoF), Headcount,CAPEIUOPEX, Frame, DeePDive. Budgeb(PxO), on refreshed a monthlybasisRig Schedule 1 year deliveryand 2 year readiness; in operations and completions intervention all scheduling drilling, OaC is accountablefor and resources. priorities, capitalforecasts with GoM SPU alignment at annualplanusedas the AnnualForecast the (GFO)- ofiicial Outlook GroupFinancial of thefiscalYear beginning Process D&C ttionthlyForecast

o .

Titlo of Do.xrment:
Authotny:

Plan/Local GoM D&COperating OMS Manual

Kvin Lacv

ltocument l{umber:
Revlsaon:

22C[!r2-DM-MA-0001

o
11t1t200fj 11t1t2010
Page 5 of 73

Mark Webster Retention Cod.: AAAOOOO

lrcue Date:
|Iext Kgvrw uare (if aoolicable):

S.cunty Pago: Pniect Confidential Clarsificdion: wernind: Checf DW Docs revislon to en3urc vou aro using the cortcct revisien!

CONFIDENTIAL

BP+|ZN-1|8100193452
HCG009-016521

' o

GoM D&COMS Gap Closure Plans- aggregated prioritized and gapswith actionsand completion dates.

Prioritized Activity SeVAnnual - Context, Plan Collective Priorities, Agendas and Kpl's. Section four outlines framalork by whichwe applythe OMS principles, the Elements and the underlying Essential and Recommendations acrossthe GoM D&C organization. Activities are fundamentally driven by a seriesof consistent operatingpractices,pr6cedures and processes, including thoseusedto promote continuous improvement. eeyonO Best Commonprocess the and DWOP providea foundationto our processes. These processes, which can be directly identifiedwith each OMS Sub-element, are collectedas "Evidence'during OMS Gai Assessments.The official"libraryof operating framework documentation, referenci to the OMS Sub-elements, accessible the E&p OMSNavigator. is via Sectionfive presents numerous performance the metricsused in the GoM D&C team for Safeg, Environmental, Regulatory, Activity, Time and Operational Performance, Cost, production and post End It"lnfg. Key reportsincludeDaily DIMS,WeeklyOperations, of Weil, Operational Well,D&CBenchmark, Supplier Performance Monthly and Scorecard. Sectionsix includes variousGoM D&C leadership the management raviewmeetings and the management information reviewed. Meeting frequency, SPAand purposes detailed. are Appendix highlights GoM D&C Evidence A the Inventory. Key SPU processes identified, are aligned with each OMS Sub-element. Collectedas "Evidence'during the OMS Gap Assessments, the Key Processesare how we meet the expectations the 48 OMS Subof elements, their Group Essentials and E&C SegmentRequirements and Recommendations. positions Individual withinD&c thathotdsub-element accountabitity tisted. are Appendix highlights B GoM D&C OMS Sustaining Activities Accountabilities. activities and Key and responsibilities givenfor how,over time,we will sustainand continuously are improveour Operating Management Systems.

'1.* Visi*n

*ne*$trat*gy

Our visionis to achieve sustiained recognition the leaderin the GoM as demonstrated our as by values, people, our and our results. will achieve "bestteam,bestplaceto work,bestreiults" We through: r o o . o Integrity Commitment selfandfamily to Teamwork Making difierence a Commitment personal growth to

The GoM D&C Team leverages five pillarsof the globalD&C Journey lndustryLeading the to WellsDelivery through following the strategy: o . and Environment Leverage and support contractors'delivery their our of !alety,-lntegrity SafetyManagement Systems. People - Continue buildingorganizational capability,leveragingthe centralizedD&C organization.

fitle of Documnt: GoM D&C Operating Planl Local

AUtnomv: CuciodianlGrnen OMS Manual Kevin Lacv

llocument Number: 2200-T2-DM-MA-0001

Revbion:

MarkWebster ArqA00O0

RtentionCode:

lssue Date: Next Reviow Dato

lif aonlicahlal:

't1t11200s

11t1t2010
Page6 of 73

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CONFIDENTIAL

BP-HZN-M8|00193453
HCG00901652

lmprovement and .drivestandardization Continuous and Standards processes Relentlessly activities. intoour into the way we work at scale, with o Technology Move leadingindustrytechnologies success. measurable Performance based on values, people and . Supplier Relationships Build distinctiverelationships performance. a becoming This supportsthe overallGoM SPU visionof "being#1-in the GoM," meaning, and deliversits promisesto *inning'i""r which is confidentof the future, proud of today shareholders. of andGoMspecifics our strategy: the details D&CGlobal, document The linked D&CStrateqv

Title of Documsnt:
Authornv:

Plan/Local GoM D&C Operating

nMS MAnilal

DocumentNumbsr:
Revision: |l3uo Date:

220G.T2-DM-MA-0001

Kevin Lacv

o
11t11200 11t112010
Page 7 of 73

MarkWebster RetentionGods: AAAOOOO

Next Review Date

lif eoDlicablel:

Security Page: Confidential Proiect Classificatlon: Warnino: Check Dfl Docs revision to ensure vou are using the cglqqctlgl4llon.

CONFIDENTIAL

BP+lZN-Ir18100193454
HCG009-016523

Everyonewithin GoM D_&C requiredto conformto tha BP Commitment lntegrity/Code is to of Conduct, and to the BP GroupCommitment HSSEperformance: to

BF'scurnr]titfltenl l* health,safety, $ecurity and environmentalpefforrilfi {l-lSSti ncc

Our goals are simply stated. No accidentc. no harm to popl., and no damage to the environmsntr'd .]*! 3ro !ftiv rl3l& *-n{Sl!'!rrr,iti6r)b 'k&rF b tli.nilnr.,ail - .!3 r;d:p 5Y!inr,.tlr.;r,il :ri,!! *$ {b, irstra] ijill*i b *rii.ira:J! rirdf St d 6.rs iT[l*{ft{n 3etrni:r{a !*9i rr,in d ffi*M i;,.r, xd r:rrll rny yi{{r, *ail {{ rlilrrrr r.,ri!t

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)rr.r. .ri{ lcnt/r&rtt ll.(e.xN b dyrsn:-,:lt arddnFin iirrr.k!tr1lf ;rtinr!! r{, - l4 dr!!]'dr! lii t+iti[d)r ce4a4 r+*,.it & c*r51r ur 6ia$: qrnt in$b rf:rr{i<l fr.iri ;r "It !S:;L t.ctltr tl:r rrd b.r*Flr{! lt*.

Figure1: BP Commitment HSSE to

Title of Document:

GoM D{tC Operating Plan/ Local OMS Manual

DocumentNumber: 220GT2-DM-MA-0001 Rrvlrinn: lscuc Date: Nert Revi.r Dat

fil looliclbLrl:

Arthorlt!fi I Kevin Lacy cu3todirdorynen Mark Webster Rctentbn codc:

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CONFIDENTIAL

BP+rZN{8t00193455
r,rcc009416524

rl

with the Group in to Team is fully committed operating accordance The GoM D&C Leadership in plansdetailed thisdocument' the OMSarchitecture, SPOLocalOMS,ind the "The GoM SptJ teadership team is 100% committedto the successful design, of of and implementation, sustainment oMS; it wilt becomethe way we wo\ in the Gulf Number1 in the our and repiresents next materialstepin ourjourney to_becoming Mexico 'Wave l'srfes in E&P to help shapethe dPslgn' Gutf. We choseto be oneof the three operatingamplexities the to beginattacking significant but mostimpoftanly we needed grovtth. we h1ry-luilt, enteredthe busjnessover a-decadeof unprecedented that have installedand operateeightvery different facitttyhubsin the Gulf of Mexico; OMS will manage such a diverseportfotio by being.very explicitand enableus to efficientlyand processes. sfandards, practices in the execuiionof our underpinning detiberate "Thepower of one, consistentoperatingmanagementsystem across the company shifts our energy from re-inventing to continuoui improvement within our Elements of not this eachlook forwardto theiourney,and remember, is a marathon, a operating-.'We behalf of the SPU LeadershipTeam sprint."- Neil Shaw, on within BP and am proud that GoM D&C "l am futtysupportiveof the OMSimplementation I to one if tni'nrst D&C organizatrbns achieve initialimplementation. am personally rs convincedand commifted-thatOMS wilt make a substantialimpact in improving safety more reliableand efficient. and makingour operations 'a and OMS in is our "tn GoMD&C onepart of futfitting vision to be leader allthat matters' I areia expectti be recognized."'Kevin Lacy, Vice President Go[l is clearly one Drillingand GomPletions
;',] f!,..:il::i :i.':i'i .:ii

1.4.1 Drillinqand ComPletions

organization.The organization functional as WithinGoM, D&C is managed a central, Health,Safety, Security,Environment managesall aspectsof GoM D&C including performance projects, new planning and execution, development tfSSEl, individualwell projectseryices, and D&C 6P-ownedrig management, rig management, scheduling, supportstaff. Chart DW D&COrqanization and Engineering Operations. two coregroups: around TeamModelrevolves The Central as groups work side-by-side "One GoM D&C" to achievebest in class These two performance. teams.Eachof these,in and of groupis comprised Drilling Completions The Engineering focused on Major Project turn, hIs a Win'Planning and Executionteam; a team team, both an and an Exclllence Team. Additionally, Interventions Engineering; team. The Well Planning withinthe Completions is and Operations, housed Engineering rig in with changes operating count' teamsare scalable

Plan/Local GoM D&COperating Tille of Document: OMS Manual Kvin Lacv MarkWebster
Retention Codo: Securit1t Clas3iffcation:

llocument Numbr:
Revl3ion:

2200-T2-OM-MA-0001

o
11t1t20AS 11t112010
Page 9 of 73

A/M00O0 Confidential Proiect

lssue Date: Noxt Rovisw Date (if eoolicable):

Pago:

tu are uilng the correct revision'

CONFIDENTIAL

BP+lZN-M8100193'156
HCG009-016525

The operations side is presenflycomprisedof three groups:the Exploration and {ppraisal ream; the AtlantisoperationsTeam; and the ThunderHorse operations Team,butis scalable changes the operating count. to in rig Also managed withinthe GoM D&CCentralTeam HSSE(D&CHSSEresides are within theoperations projects, Team),Rigsandwell services, ownership, Rig Technology and Performance Management. Soonafterits inception, CentralTeam the Modelenabled GoMD&Cto provide improved support to the New Development projects.The teams' new structureallowed better utilization scarceresources, improved flowof learning of and the between Drilling the and C-ompletion engineers. They also startedmakinggreatprogreGin theirstandardization efforts. Theoverarching principles the centralized design of organization are: r lmproveGoM D&C HSE/lntegrity Management (lM) and Simultaneous Operations (SIMOPS), maintain and assetintegration - Consistent HS9IM andSIMOPS standards ensure effectiveness - EmbeddedD&C criticalpositionsto maintaincontinuity and integration with project subsurface and teams Drivecontinuous performance improvement consistency and - Rig execution -.one rig/one excellence continuity teammachine" Rigorous and standardized performance cost management and - Clarity accountabilities of lmproveefficiency effectiveness worKorce and of Standardization well planning in and designthrougha centralteam for drillingand completions ineering eng support Fullyutilizescarceskills,improve TeamLeader(TL)/engineer ratio,and provide centralresource supportso engineers focuson tvrench time" Build capability; accelerate employeedevelopment and organization learning curves

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Plan/Local Title of Document: GoM D&COperating OMS Manual Authoritv: Kevin Lacv CustodianOwner: Mark Webster RtentionCode: !vqA00O0 Security Cl,rssillcation: Wamino: Check Project Confidontial

DocumentNumber: 2200-T2-DM-MA-0001
Revlsioei: lssue Dale: Itert Reviow DatG (if applicable): Page:

o
11t1t200,g 11t1t20't0 Page10of 73

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CONFIDENTIAL

BP+|ZN-M8|00193457
l.tcco09{16526

1.1.t.1 Gon D&COPerctlons

activities' for This groupis responsible all well execution 1.a.1.1.1 Drilllng EqginceriqgTcam planningfor all DW GoM Development for This team is responsible drillingengineering the and Productionwells. Additionally, managorfor the Mad Dog Rig and Spar New "DE" Team works closelywith the Buildsresidesin this team. me britling Engineering Proiectsand projectsLeadersto developa world-cliss sanclionfor New Development teams to plan the walls. The charl Rig witn the ThunderFbrse and AUantis Oparations for detailsat a high levelthe accountabilities each of the sub,teamsin the Drilling bel64rr Team. Engineering

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dDodrm.nt: Authorttv:

GoM D&C OpratingPlanl Local oMS luanual

K6/in Lacv Mark Webebr

llocummt llumbrn
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CO}IFIDENTIAL

BP+rzil{Blml$45E
HCG0oe{r0527

1.4.1.1 Gompletion 2 Engineering Team Thisteam is responsible completion planning all GoMwells. lt worksclosely for for with the Major Projects team to develop a world-classsanction for New Deveb6ment Projects, and with the ThunderHorceand AtlantisRig Operations teamsto plan the wells.The chart belowdetrails a high level the accountabilities each of the subat for teamswithinthe Completions Engineering Team.

. . . . . . . . . . ' . . . . . .

Supporl common prffi lehndy cqdind bn Long Tgrm O/V $tcgry Fbld Triab Fbpil R66pons R6sucing Specid nginqing dd f!ffibnal flEj.ct siudi6 Maintain dep sp.cialisl skills quipment design Eqlipmnt OA/QC DesiJfi revbw3 Equipmenl Inlegrity Fluk s HPtir T*hnology dewbpmrt Contrffl $upport Wdgr InFions Well tertngtlbrbekg

. Pmvrdedpdlq . l[tw6ntion slrdgtr dd dlv*e . Intflentbn optbn CE Mdags ' Advbson o.gffhdbnd, gorerdbn spporl . Inl*ntion assulpdpb ddgbprnaot dsi9n/FcEd!,6'Advl$onpt@ . lf,twentioru opdations simplifbatbn . K6p GoM CEtd support linkod . Prwd6 compbtbn and wilh BP gbb.l @mdtbns Inlryntionaopereions communiy. As3ist h Oontinuou3 3p*hlbt suppod Pdmflce I m pfovmqt elions . Cdmmunicat c@plelpn rbks apFropridly . B m exprt toubb4h@td for O&C woblms

Figure 3: GoM l)eepwaterGompletlonEngineeringTeam 1.4.1.1.3 Operations Team Hodel Thereare presently threeOperations Teams: WellsOperations E&A,WellsOperations * Thunder Horse, and Wells Operations Atlantis. This is scalablewithin the organizational modelwhere one Operations Managerleads from 2-4 wells teams. The E&A Team is responsible well planningand execution. The ThunderHorse and for AtlantisOps teams are responsible operations for execution. The planning their for operations done in the GoM D&CEngineering is Teams.A Rig OpsTeamconsists two of parts. The first is a core group of dedicatedrig team members(as represented the on rightsideof thediagram Figure withthe solidtinereporting in 4, tine).

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Team,reporti.ng from the CentralEngineering The secondpart of the team is supported (as to the CoM OaC EngineeringManagersor other parts of the organization line)' 4, in leftsideof the diagram Figure withthedottedreporting on represented the

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D&C

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Plan/Local Title of Document: GoM D&COperating OMSManual

Kevin Lacv Custodian/orrvner: Mark Webster Retention Code: Security Classiffcation: Autnoratv:

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1.4.1.2 GoM D&C HSSE Team teamsin HSSEexcellence the for The HSSETeamis accountable supporting operations the include following: Accountabilities organization. Completions and withinthe Drilling HSSEimprovement in . Engaging contractors continuous drilling prwiding fleei-wide and rig-specific HSSE analysis and improvement . recommendations of application BP Groupand sPU HSSErequirements o Ensuring consistent for . Conducting HSSEmachingandtraining the C'oMD&Corganization teams with o Providing interface theSPU HSSEFunctional an 1.4.1.2.1 Operatione for HSSE is accountiabte providingHSSE support for drilling, complgtionsand HSSE advisoiswill be embeddedwithin office'basedteamsfor operations. intervention activity also will be each DrillingOperationsManager.Each rig and intervention HSSEsupport. onsite by supported r,otrating 1.4.1.2.2 Performance Ensure HSSE performanceis continuouslyimproving in GoM D&C operations' the will activities include following: lmprovement r o . trackingand reporting Accurateand timelyHSSEdatra withinthefleet broadly thoselessons and fromincidents applying Learning with OMS, GoM SPU that are simpleand consistent HSSEsystems lmptementing systems man and contractor agement requrements i

1.4.1.2.3 Asgurance Regulations and BP that for HSSEis accountiable ensuring all applicable Policies Agency by: will Assurance be achieved arefollowed. o r o requirements on Training regulatory and Self-assessments audits Systems Management Compliance Useof existing

1.1.1.3 Performance Management Team teamsas well Services and the for Thisteamis accountable leading Performance Project much of this team will be Althoughcentralized, as lM and OMS lmplementiation. teams they directlysupport.The direct and Operations with the Engineering co-located ProjectServices,D&C lntegri$ Management for reportsare accountable Performance, andOMSlmPlementation. and Operations Team providesrobust supportto the Engineering The performance and of capability the D&C Engineering Operations the teamsin GoM D&Cand leverages and TechnicalEditorsreport into CommonProcessCoordinators, staff. Technologists, teams and are and Operations Team and supportthe Engineering the performanc6 efiicientwork processes' with theseteamsto ensure co-located in efiiciency to has relationship and will continue allowgreater the Centralizing reporting This teamalso holdsSPU lT&S of of proceisesand balancing workload. standardizition

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and segmentD&C lT&S interfaceaccountability with GoM D&C for D&C software applications OpenWells, (i.e., EDM,LiveLink, etc.i. The samesynergies haveoccurred with the centralization the Project of Services team. The Project Services organization four teamleaders, has threeof whbmare leading the costtracking forecasting and workthrough costengineers analysts. the and Additioially, one of theseTLs caniesaccountability the PS Technicians for processing invoices and for special projects like the p2plBackboneimplementation. A fourth ps rL is accountable Scheduling for and Document Control. Belowis a RACI chart between GoMD&CPS,SPUFinance theAssets. and

Title of Document: GoM D&C Operating Planl Local

OMS Manual

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1.4.1.4 Projects Team This Major Pro.iects Team is accountable currentand future Major projectsthrough for the Appraise and Selectphases. The team is the secondstep in the valuechainafter E&AOperations, worksclosely and withGoM D&CEngineering MajorProjects Teamsto develop concept selection, createa WellsBasisof Design, feCnnobgyplin and support sanctionof the Project. The D&C Major ProjectLead-ers on the Asset Leadership sit Teamsand are the SPAfor D&Cfor functional teamswithinthe AssetTeam. projects Team will set up the conditions successfor the GoM D&C Engineering for Teamsto perform detailed well planning the Define in Phase, and alsofor the OperatioisTeamas phase. theyoperate the Execute in 1.4.1.5 Technology Team Thisteamis accountable guiding GoMD&CLeadership for the Teamin making strategic technology decisions,supporting the SPU Technology Managerin developinganO implementing technology the strategy, and providing bothshategic and tactical diEcfion to the Exploration and Production Technology Group(EPTG)with respectto GoM D&C technology needs.TheTechnology Teaminterfaces service with companies technical on strategydirection, and with Universities, Joint Industry Projects and other sourceson insights integration. for 1.4.1.6 Rlg and Well Services Team Thisteamis accountable leading for D&Cin full lifecyclemanagement contracts, of from strategy development contract to agreement supplier performance and management. The team also leadsthe commercial actionsfor rig farm-outsand farm-ins. The key raasons beh thisorganizational ind structure include: . Captureall GoM thirdpartycontracting expertise one organization in . Holdcontracting expertise liaison and withSPUand Global PSCMin one place r Coordination preparation the performance and for ReviewMeetings 1.4.1.7 Rlg Ownership and lM Assurance Thisteamis accountable managing BP-owned Fleetand Contracted The for the Rig rigs. team will provideverification that rigs are beingoperatedand maintained accordance in with BP Policy(IM/OMS) and manage centralRig AuditPlanfor GoM.The Rig Fleet a Team will interface with the O&M contractor all Rig Equipment on and Maintenance issuesallowing BP WellsTeamto focus on the delivery Well Construction. the of The team will work closelywith Wells Teams and lead the drive to standardize how we manage O&Mcontracts across SPU. the The CentralRigsTeamalsowill provide inputon both BP and Contractor new buildrig projects. BP projects, key areaof inputwill be development approval the Rig For a and of Basisof Design(BOD)and ensuring smoothand efficient a transition operations. to The Teamwill have multiple interfaces both internal and external and prcvidea singlefocal pointfor Rig-related issues withinthe SPU.

Title of Documnt: GoM D&C Operating Plan/ Local

OMS Manual

DocumentNumber: 220{)-T2-DM-MA-0001
Revi3ion:

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1 . $ *td t$ l mp l *rn e n ta ti *n *nel Gover nanc* 1.5.1 OMSlmolementation

to OMS' in linewith for_transitioning requirements the GoM D&Chas compteted following in Bizflow): 2(referto DCMOC{9-0M4 Version the E&PManual and TeamOMSengagement training o GoMD&CLeadership throughGap includingExtemalVerification . OMS Essentials Gap Assessments, ParticiPation Assessment . Gap prioritization ClosurePlansin placefor highestprioritygaps and (thisdocument) o Development a LocalOMS Handbook of o Development the electronicinformationrepositorythrough OMS Navigatorand of SharePoint and . Developmentand commencementof execution on a Communication Planacrossthe widerGoM D&Corganization Engagement and sustaining(see beloiv)was the o An importantaspect of OMS implementation oversightand SteeringTeam for implementation of assignment a GoM D&C OMS Managef and "OMSLead"also Team(LT)"lmplementalion A Leadership direction. were assigned. Under the Steering Team's direction, Gap 4s""tments were for Gap Clmure Plansdeveloped the determined whereapplicable, completed-and, gaPs high-prioritY GoM MoC process r Initiateand closeMoC usingthe standard

OMS 1.5.2 Sustainino

lmprovement OMS will be sustainedusingthe Performance process.The improvement Cycle(PlC);thisis a continuous sages'ot inis processand relatedhigh-levelkey activities below. and are described this encompass document 1. Intent: Leaders provide the vision and set the througha local for expectations operatingperformance actions. policyand consistent operating Explain objectivesand scope of the local OMS; prwide vision and framework for setting local and objectives trargets. Risks (threatsand and Prioritization: 2. Risk Assessment and prioritized' are opportunities) identified . for a lmplement formalprocess reviewof risksand a to actionsto closegapsaccording risks' systemto prioritize and controls activity aboutan intended clarity and Controls:Plansestablish 3. planning fashion' are confirmthat objectives achievedin a sustainable . r Developplans with specificobjectivesand targets to manageidentifiedrisks; develop performancemeasures (key performanceindicators KPls) and plansandaccountabilities. cornmunicate

Plan/Local GoM D&COperating Titlo of Docatment: OMS Manual

Authoritv: Custodi.n Chivnot: Kevin Lacy

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4. lmplementation Operation: and Activities carried consistent the planto are out with meetcommitments, including legalobligations. r Execute planto closegapsand eliminate the defects. 5. Measurement, Evaluation Corrective and Action: Monitoring measurement and are carried to determine out whether applicable requirements plantargets being an-d are met and controlsare effective. o Measureand assess progressusing KPls to confirmdeliveryand effectiveness of planned put actions; in placeactions oorrect deviations to any fromthe plan. 6. Management Review and lmprovementManagement reviews identify any needfor change the localOMS. to ' Reviewall steps and modifythe local OMS before its next implementation; determine whetherthe local OMS is alignedwith the scope and intent and working effectively. Embed learning from reviews to improve systems, performance behaviors. and The GoMD&c OMSSteering Teamand OMS lmplementation Manager accountable are for sustaining conformance the OMS Sub-Element with requirementi definedby the as Essentials, Requirements Recommendationsthe E&P Manual.Appendix and in B,'GoM D&C Oltls Sustaining Activities and Accountabilities,documents't<ey activities, responsibilities accountabilities sustaining and for conformance OMS. with

1.5.3 GoM D&GOMSGovernance

The GoM D&C Vice President (VP) reportsto the GoM SPU Leader. The GoM D&C LeadershipTeam consists of the Performance Manager (serves also as OMS lmplementation Manager), Wells Director, DrillingEngineering'Manager, Completions Engineering Manager, Operations Managers, ProjeitsManager, Rigsaid Wetts dervices yxngger, Rigs and Operations/lM Assurance Manager, Teihnotogy Manager, Kaskida IFTProject Manager GoMD&CHSSEManager.tne CotrlD&dorganiz-ation be and can viewed usingthefollowing link: DW D&COrqanizational Chart OMSaddsstructure clarity the development specific and to of annual objectives links and performance management Bp's coreoperating to principles. The GoM D&C VP is accountable operational for delivery including OMS conformance. The Performance Manager the custodian the GoM OaC OperitingplantLocat is of OMS Handbook(this document) and updatesit annuallyto keep it reprisentative the of organization. The GoM D&C Leadership Team members instrumental ensuring are in the success OMS. They individually collectively of and undentand the key aspectsof OMS and drive the associatedPerformance lmprovement Cycle (PlC) as well as conformance the OMSessentials. to Previously the GoM SPU, elements operating in of were embedded gHSSEr, in S&Ol, Integrity Management, Management BP Framework, and the SPU bus]ness strategy, among others.As of December 2008 these stiandards have been replacedand all ongoingprocesses movedunderthe appropriate OMS ElemenUsub-Element that such all operations now be managed will underthe OMSframework.GoM D&C'sauthorized

Plan/Local Titlo of Document: GoM D&COperating OMSManual

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A, "GoMD&c Evidence 'OMS to transition thisframework.Appendix processesand their Moc to oMS represents D&C SuU-Elementslnventory"ougines th; "rpp"tti"g accountabilities. ltiseachemployee'sresponsibilitytobecome,fami|iarwiththecontentofoMSandhow operations' sate, retiaoteand high performance it drives detivery ;;5i ;;tass performanceManager lalso -O-MSlmplementation "f tne Leadership as boM D&Corganization it fot "p"",ft-"ff', the will provide guidance,n:-":t^:?Y in" "itit" Manager) "nO phaseof oMS' *"u"i to:*"rd withthe suitaining

BP-l{zN-M8100193468
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2 RiskAssessment and prioritization

The intention the GoM D&c Risk Management.P]1n^is_to of providea comprehensive of set instructions the management riskswitliin on of GoM oac.hr" [rln wirrcoverthe complete risk life cycle from initial iden-tification to The pran *iii,iutrin" the risk process,provide instruction the useof the BP nsrassessment on "ro.".ut. rool'(RArt anowirrdirectusersto the pertinent andprocedures

ff:X5r$T,l'fes

relevant a conList"ii standard to *J approacn-risr to

3,'f $?isk td*ntifie*t*sn

I oMS provides the.opportunity standardize.to_risk to management processes acrossD&c through the compriance gr.gp frr"ti"" (defined,,""o-rr"no"d and guidance)and l" procedures' Group Defined Practice GDP 3.1-0'0oi-nssessment, prioritization and Management of p9 useo togovide guidan"eon n" management identified Tr:! :ha]l of risks' GroupRecommended Practice cnp g.r-odi s"i""ti". oinazaro Evaluation and Risk shail ,."d be

GoM D&c uses tw-ornainprocedures for.rnanaging work processes within the function: Beyond the Best_(Brp_), rua1olelgject ano comiroi pro""!. (Mpcp). Both procedures containrequirements manage to risk.The GoM D&c nist tttanagenent plan will help bring theseprocesses alignmeniwithoMS so that into ri;r ir ri"iiil effectively consistenry and withinD&Candin compiiance OMsiequrrements. with o Althoughthere are a numberof risk identihcafion (HAZID)and Hazard^and^operabilitystudy tools available,the Hazardldentification (HAzoP) ro.r commonty used withinprolects and assetteams.tn iooition,risksare identified "r"ln" tnrougha number toots of other * risaudits

'

f,nffiu,"# r""j:f.*"

fo'. on suidance wnicn rouse a specific ioor for risk

lnespective thetoolused identiry of to them, risks all shallbe recorded andmanaged in by theBPRAT, which thegroup is. approved r"""g"r"",. Through priorp2at6n the process in conjunction rhe spU lgj91.:t and with poricy, Rjsk 6d;;;;i eachrisk shal be managed theappropriate at organizational level.

!:;Tlfjj:Hifr: ;;::

ordairv sarety enui,.onrentar (JSEAs) Job Anaryses "no

3"? iVi*j*r*{azard&isk Ass*s*ry}ent

The D&Cmajoraccidentrisksare: Lossof WellControl Lossof Drilling Riser(leading infrastructure to damage) BowTie diagramsand Risk MitigationPlans have been developedfor these risks. The management theserisks is undercontinual of review.The associaieo diagrams and plansare updated deemednecessary. as r r

CONFIDENTIAL BP-I{ZN-M8t00193469
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ru

:,:
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D&COMS as was assessment completed partof the overall In March2009,the Riskelement and process. Actionsto closethe gapsare underway, are trackedas partof Gap Assessment ActionPlan. Prioritized the OMSGapAssessment by Toolwhichis held and managed the gaps are identified the Gap Assessment in Specific for OMSCoordinator GoMD&C. Planthat is The key actionareafromthe gap assessment the needfor a RiskManagement usedwithGoMD&C. approaches in consistency the riskmanagement will promote

:.'3' Prierri*ir*ti*n
gap and gaps have been prioritized duringa Risk Management assessment Risk Management need and process. Gaps were rankedbasedon business duringthe bfr4S Cap Assessment risks Tool that prioritizes further rankedusing the systemwithin the OMS Gap Assessment and to according theirrelativeimportance type. is Plan. This document under linksto the currentdraftof the Risk Management The following in revision will be replaced the nearfuture. and Plan Risk and Completions lnterventions Manaoement (Draft) GoMSPUDrillinq.

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3 GoMD&CPlanning and Controls

provides Thissection information D&CPlanning Controls on and documentation procedures. and Manydocuments processes and havebeenidentified described and herein with associated links whereavailable. processes TheGoMD&Cspecific contained thissection "live"documents in are subject ongoing to continuous improvement modifications.

"Bevond Bestcom BP'sworldwide " document Exploration Production and the details "theBP way"across E&Psegment Drilling Completions the for planning. and Sincethe centralization the GoM D&Corganization 2008,D&C has an ongoing of in initiative to document common GoMD&CRecommended Practices the various for asoects BtB. Thisis in of lieuof various rigsworking withdiscrete assetsin inconsistent guidance ways underthe general of a globalstandard. Someaspects BtBthathaveGoMD&CRecommended of Practices are: r o r GoM D&C End of Well Reportand Operational Post Well ReviewWiki Recommended Practrce GoMD&CLessons Learned Process WikiandRecommended Practice GoMD&CManagement Chanqe of WikiandRecommended Practice

Some aspectsof BtB that are in progress supporta commonGoM D&C Recommended to Practice include: . r . . r . . Drilling Stage-Gate Process Completion Stage-Gate Process Common Monthly WellReview Meeting Document Management Recommended Practice Development Plan RiskManagement Process AFE and FM Recommended Practice Rig Schedule Recommended Practice

3.2.1 Financial Memorandum

The Financial (FM) is usedto obtainauthorization fundinga project. Memorandum for (Group TheFM processes foundon theGIAAP are lnvestment Assurance Approvals and Process) website. This process is handled within each AsseUProlect. D&C provides supporting documentation all D&C activities for covered underthe scopeof an FM. Authorizations (AFEs) subsequently for Expenditures are usedto obtainauthorization spendfundsfor to a particular activity withinthescopeof the FM.

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3.2.2 Lonq Term Plan

Plan (LTP)called the for specifically handling Long-Term a D&C has developed process contains This document Recommended PlaQtige." the "WellsTeam. LTP Submissions iocessthat D&C followsto createthe LTP' The Oetai in manyfacetswhichare moreclearlydetailed the document.The plan encompasses activities aboutthe LTP and associated somegeneralinformation items belowrepresent the practice. This sectionhighlights key areasof a including link to the recomilended thisprocess. o 1 year- Lifeof Field(LoF): Years 1-5:coreLTP area of mostfocusand accuracy BeyondYear 5: LoF shape of expectedspend (i.e.,fewer detailsand more general estimates)

OtherLTPitemsinclude: - D&C Provided by o Headcount provided D&Ccost centerand consolidated o CApDOOPEX - the financial detailed bottoms up forecast of costs with and withoutinflation for depicted the LTP requiredperiods o D&C Cost Center budgets, also called Pxo (People and ofiice Expenses) - AssetProvided planthatdepicts planof the sequence plan Depletion - this is the activity this for production; is an outputfrom the SS&W and activities sequence teamsthat helpfeed the LTPworkthat we prepare o Production Costs(NFLG) o NonFieldLifling Practice DocumentLink: Wells Team. LTP Submissions LTP Recommended Practice Recommended o Exercises: LTPPlanning OtherRelated of - Frame thisis a high-level for viewfor eachAsseUProject a givenperiod time (e.g.,five years).This is usuallydone a few monthsbeforethe detailedLTP capitalrequirements. long-term process showproposed to for - this is a detailedbottomsup cost profilefor eachAsseUProject a Deep Dive but giventime period(e.g.,two years). lt is done beforethe LTP process after capitalrequirements. near-term to the Frameexercise show proposed

o . o

3.2.3 Rio Schedule

basisby the D&CLT are: on refreshed a monthly rig Current schedules . o (Sample link) (withweather) Schedule Delivery 1-Year (without weather)(9a!0pletinK) Schedule Readiness 2-Year usedfor rig there are variousAsseUProject schedules ln additionto the aboveschedules, P25 rig (i.e., requirements SIMOPSreviews, readiness, or otherearlydelivery, different

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scenarioplanning, etc.).The Rig ScheduleprocessutilizesPrimavera its primary as scheduling_toolhelpenableapplication soundProject to principles ail of Management to aspects D&Coperations. of D&CRigScheduling Process Principles include: D&9 is ultimately accountiable Rig Scheduling for Process all drilling, on completions, and intervention operations. o D&CRig Scheduling P_roc_ess objectives be fullyaligned will with GoMSpU priorities, capitral forecasts, D&Cresources. and o Each asset or projectis accountiable overall performance their area and for in integrating groups delivery performance. all for of D&Cwill provide clearprocess and rolesto achievethoseoutcomes. o Progression Process be the vehicle deliverand prioritize will to the ]he Opportunity integrated schedule. rig . Appropriate communication interfaces, roles, and clear endorsement processes for the sPU LT, VP's, and Assets will be developedand maintained D&c for by transparency, leadership oversight, performance and management. The SPU must have a qualityset of well optionsto choosefrom when feedingthe rig schedule.The newly developedopportunityprogressionHopper (depictedbetow) ensures quality choice. the of '

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l-bhFAs)

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

N&

Figure 7: Procegsfor Opportunity Progr$sion

3.2.4 Group FlnancialOutlook (GFO)

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

3.2.5 D&G llonthlv Forecast Process

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

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Phn/ Local GoM D&C Operating OMS Manual

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l49g!ng wilh by Rig Line D&c ops Team Leads,D&c pranningTeam Leads, MMG,and D&CPS. Goal:To reviewannuallatestestimate (LE)ior rig activities, LL and Materials, any othercosts. and - Meeting with D&COps Manager, D&CTLs,D&C ptanning TLs, MMG,and D&C PS. Goal:To reviewA.sseUProject rollupof LE. Meeting withAsseuProject controllerand D&c ps. Goal:to reviewwlp. Meetingwith AsseuProject Manager, Asseuproject FinanceManager,D&c ops Manager, and D&CPS. Croal: reviewD&Cportionof AsseUproject To LE. Link .!g pac rloltrty Latest Estimates, LTps, and other Financiat Data by AsseUProject GoM-wide and : Proiect Services site Forecasting CycleTimeline

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

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Ad HocRequests costsassociated fromtime to time to profile - Scenario happen planning requests proposals.Thesemay be usedto helpcost FMs,to nsseUerolect witn specific or updateprojecteconomics, to simplyevaluatevariousprojectassumptions' or long-term, LoFexercises' Theymaybe short-term, OtherLinks - Proiects Enqineerinq Library and including: dataandotherlinksto veryusefulinformation Thissitecontains Process Common o MajorProjects Guidelines Services o Project Technoloqv & ExplorationProduction to of on information a multitude topicsrelevant D&C valuable This site contains processes. Handbook WellCostEstimatino

to of allocation resources both OMS conformance priorities reflecta balanced Entityoperating targets. of anddelivery performance

and and gapswereaggregated prioritized, to Subsequent the GoMD&COMSGapAssessment, to gaps. Actionsunderway closethesegaps,and priority for planswere developed high actions are: by sorted theme, dates, targetcompletion r r e Program Compliance (1010) - Develop embed to Program D&COrganization compliance and RiskManagement Plan Risk comprehensive Management (4Q09) and Develop implement WellsProcedures r r (4Q09) Communications Change and Develop EmbedProcedural (4010) process standards for review regular Establish (4O10) standards to access relevant and ldentify communicate

ManagementofChange - lmplement (4009) process MOCreview People (3O09) - Communicate confidentiality information medical (4009) feedback upward for Set expectations supervisor Interface Contractor

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Develop embedRental and quality Equiprnent andreliability assurance program (4009)

Leamings/Tracking - Developand embed comprehensive event and/or best practiceevaluation, learning, sharing tracking process systematically and to embed improvements (4o10) Logistics Verifyflightsto Devonare approved (3009) Riskassess determine and permitting requirements boat-to-rig transfers for mud (3O0g) Operating Management System - lmplement OMS(4009) OperationsProcedures Define and aplly minimum requirements BP-ownedrig equipmentoperating for procedures (3009) -

r r

OrganizationManagement - Developand embed processfor assessing and realigning organizational resources

(4O0e)

Develop embedprocess creating and for performance achievable (2O10) targets r Project Management - Develop embed globalProjects and codes/standards (4e09) Develop and embedprocess provide to operationalinterface withinProjects (4e09) IVole.' Qriglnal target dates_may change basedon current D&C prioritiesand r.sks, subjectto D&C OMSSteering Teamapproval. All gaps relating conformance each of the Sub-Element to with Essentials be found in the can detailedGap Assessment Worksheet which may be accessed throughthe following to the link OMSportalset-up within GoMD&CSharepoint the site: AssessmenUcoM DxC Gap ltto://oomdnc.boweb.bp.qom/sqloms/Shared%20Documents/Gap Assessment Results Actions.xls

p;er1 ,3.;1Priclrilix*eJ "&*tivity $*il&fi {}ri.:}J

GoM D&C communicated the February in 2009 Leadershio TeamTown Hall the 200g Context, Collective Priorities, Agendas KPls. and

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and 4 lmplementation OPerations

the lt its by the outlines framework whichGoM D&Cconducts Operations. includes Thissection and Essentials Elementsand the underlying of GoM D&C application the OMS Principles, the across organization. Recommendations

practices, operating drivenby a seriesof consistent in Activities GoM D&C are fundamentally acrossthe SPU. At times,there also are procedures that are implemented and processes programs/processes GoM D&C developsinternallyand uses to promote continuous that with whichcan be directlyidentified areas. Theseprocesses, delivery in improvement specific during the OMS Gap Assessments; are each OMS sub-element, collectedas "Evidence" Inventory." A, fromAppendix "GoMD&CEvidence can information be referenced supporting to a that Therearetwostandards provide foundation our processes: r o for improvement GoM D&C throughthe for BtB holds a strong foundation continuous TechLimitand DVA. of application NDS,Rightscoping, and for standards engineering operations. ETPsdefineminimum DWOPand associated

has been includedin the Navigator relatingto other key GoM SPU processes Information by with GoM D&C documentation year-end will described below.The Navigator be populated 2009.

referencedto the OMS The official "library" of operating framework documentation, is to The Navigator available all BP via is Sub-Elements, accessible the E&P OMS Navigator. the who and employees contractors canaccess BP lntranet. GoM SPU or GoM D&C tool This onlinenavigation allowsusersto easilylocatedocumented and processes programs the OMSSub-Element structure.GroupEssentials procedures, via and is plus E&P Requirements and Practicesalso are included. Information Practices/ETPs key through botha treeand standard word and by OMSSub-Element can be accessed organized with otherBP practices from otherSPUswill be visibleas a way of sharing search. In addition, link: via is The businesses. OMSNavigator accessible thefollowing bpweb. http:/lomsnaviqator. bp.com

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5 Measurement, Evaluation and Gorrective Action 5""1SoM m&f P*$orrnance M*tri*s an*{${*visws
performance Numerous metrics usedin the GoMD&Cteam. Metrics are generally be can broken downby rig and by asset,as wellas monthly, quarterly, annually. and . Safety, Environmental, Regulatory and D&CMetrics r # of DaysAwayfrom WorkCases(DAFWCs) DAFWClncidentRate # of Recordable SafetyIncidents TotalRecordable lncidentRata(TRIR) # of HighPotential Incidents HighPotential lncident Rate # of NearMisses # of FirstAids # of Fires/Explosions # of Dropped Objects # of STOPcards # of Safeg Observation Cards # of Job Safety/Environmential Analyses # of Spills #ofLeaks # of Regulatory Non-Compliance lssued #of MMSVisits # of MMSCitations # of DrillWells(Plan& Actual) Year by # ol Completions (Plan& Actual) Year by # of actual WellInterventions Year by Drilling Daysand Drilling Days/10k Evaluation Daysand Evaluation Days/l0k Completion Daysand Days/Completion NPTDaysand % NPT Breakdown Code(days,%) by NPT Breakdown Sub-Code by (days,%) Drilling Gapto BestWellType Bestof-BestDrillingand Completion (under development all Phase Breakdown for teams) Benchmark (by Drilling Quartile benchmark types) well Drilling Feet(perday) Drilling Cost(perfoot) MudCost(perwell) MudCost(perfootdrilled) # of Bits(perwell)

ActiviV, TimeandOperationalPerformance Metrics -

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drilling) # of Trips(perwell- ad hocby development with new well servicesper well (to be updated of inoiviouat metrics GWSI scorecard 2010) D&CSPMtoolin January Segment

CostMetrics - ActualCostPerWell - AFEWellCost - FM Costs - TotalD&CCAPEX - TotalCash Costs - DeveloPment CAPEX D&C - Exploration D&CCAPEX CAPEX AppraisalD&C - MajorProjectD&CCAPEX - Wellwork CAPEX - Wellwork OPEX - NPT Costs(nota directlyreported metric) etc.) casing, mud,cement, - CostsperGL Account citegories(e.g.,RigContractor, Projectcosts Metrics Production mboe/d - NewWellsProduction (in Delivery yearvolume) mboe/d (in - MajorProjects Delivery yearvolume) Production mboe/d (in yearvolume)Well - Wellwork Delivery Production - SkinFactor - NewWellComPleted Datevs. Plan Datevs' Plan - NewWell FirstProduction Injection or Metrics Planning Execute - # of Wellsin Appraise, Define, Select, or - # of Wells<90daysfromspudbut notyet if Define Execute include: meetings and reports review Someof the key performance r r DIMSReports Dailv - A complete dailyrecordof activityand costsof eachwell and rig RePort DIMSSummarv Dailv - A summary dailyoperations fromDIMSof eachwelland rig of

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DailyOperations Reviews - Eachrig team(offshore leadership Houston-based rig and engineering support and staff) reviewsoperations the fonrard plan and Key performance measures tracked are Weeklv Ooerations Report - Reports weeklyoperational progress, fonvardplanand risks,planvs. actualtimegraph, costs,and HSEmetrics - UpdatedeveryWednesday afiernoon and postedon the D&CSharePoint to be used site in the SPU LT Operations Meetings Weekly CostMeetings Rig Houston-based engineering support and staffand BP rig leadership rig clerkreview and costs to ensureaccuratereporting, discussissues,and look for opportunities reduce to cost Endof WellCompletion Scorecard - A standard completionscorecard has been developed to report key performance measures the endof eachwell at End of Well Drilling Scorecard (exists within Exploration;under developmentfor Development) Endof WellReports Ooerational WellReviews and Post - Thesereportsand reviewsare completed within60 days of eachdrilling, completions, and well intervention event. The Recornmended Practice theseis locatedon ttre Gottt for D&CSharePoint site Drillinq Completion and Benchmark Reports - At the end of every drill and completion event, a benchmarking report is submifted documentingkey performance metrics and submittedto Ruihmore, an industry benchmarking company.Results from the industry benchmarking receives BP back ai well as information from scout ticketsare used to establish benchmark data on key performance metrics. Information be found on benchmarking the GoM D&C can on SharePoint site

Title of Document: GoM u&(] Operaling Flan/ Local

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Scorecards Performance Supplier is scorecard completed - At the end of everydrilland completion event,a GWSIcontractor and reviews, contractor performance metrics. Theseare usedto do bi-annual with key presentations secure (BP site) review contractor from:latest can be accessed Plan Long-Term costs,production, activity, - Eachsummera long-term plan (5 years)is workedprojecting into are personnel, key D&C metrics. Thesemetrics inputted a Globalcommercial and database MIDAS (GFOs) Outlooks Forecast Global yearwhichsets the annual - ln November, formalplan (GFG0) is set for the following a rates and timing, plan for numberof wells deliveredand timing, costs, production the throughout year (about metrics. Periodically personnel, high leveloperational and the latestforecast(GFO update)is madetrackingactualmetrics every other month), into are the and versusGFO-O projecting GFO update. Thesemetrics inputted a Global on on slidepacks GFO'soosted the GoMD&C database IPMS. Supoortinq commercial site SharePoint Scorecards GoMD&CPerformance Monthlv - GoMD&CPerformance for monthly eachrig,asset,and GoM are Scorecards completed the actualmetricsversius GFO4 on reporting focused SPU totals. Theseare largely plan meetings and Forecast GoMD&CCostReview Monthly and - Each monthupdates are madeon actualspendin CAPEXand OPEXcategories, are to and compared the GFO{ plan. Meetings heldwitheachAsset forecasts updated and issues, takeactionbasedon thedata the discuss to review datra. Meetings Review D&CFunctional Quarterly - Each quarter,GoM D&C leadership which meetings, participates globalfunctional in metrics of review keyhighlevelperformance a include performance Review TeamPerformance GoMD&CLeadership Annual - Each year the D&C leadership plan will reviewperformance and set key goals and on milestones based the GFO{ planand an OMSreview

Plan/Local GoM D&GOperating Title of Documnt: OMS Manual

Kovin Lacv Cu3todianrotvnen Mark Webster Authoritv: Retention Code:

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6 Management Review and lmprovement 6.1 GoMD&CManagement Review

Thefollowing tableoutlines various the GoMD&CLeadership management review meetings and management information reviewed.

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Daily Pre-Spud SPA
CL

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x
X

X X X X X X X

As Needed

X X X X

Houston
DailyOperations WellsTeamLeader HSSESteering Commiftee HSSEPerformance Manaoement
WSL HSSE ConferenceCall Daily

WTL
Ops Mqr

X X X X X

X X

X X X

2/Month Bi-monthly Bi-monthly

6 weeks

X X

HSSEMgr WTL Ops Mgr HSSEMor WTL

HSSEStaff AfterAction Review/Lesson Learned LT People Forum LT Awav Dav

?Month

X X

2lMonth Annual

VP X VP

2Nr

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3 o 2 ,
@ o

o
.ll

o .ll
o o ct o

o o s

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EL

g o 3 5' 3 CL o ! o = 1 = @ o 5 a a o o 3 o = tr v c, o o o o 5 v o o ! o a : o p F 3 c o q, 3n It o o g I E 1t c o v a o o o ! c Co o o o o t tt !, o F ! v, a o d e !,c o m o q. CL o = o = o :. g a D g!. o e

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Frequency

SPA VP VP Director
PS MqT

5 CL o

o
tt

at

ELT
WellReview RiskReview Cost Review Team OMSSteering DE TeamLeader CE Team Leader Eng/Ops No DrlglCmpl Surorises LL Sharing

2D(r
1/Month
llMonth

X X X X X x X X X X X

X X X

l/Month Monthlv 2/Month 2/Month Weekly 2/Month ?Month Ad hoc

PerfMqr DE Mqr CE MgT Ops/Eng Mor

X
X X X X X X X X X X X X X X X

Mgrs DE/CE
Sr. DrlsEng VP

Partners

X X X

Meetinq 6.1.1 Pre-Tour

HSSE.and.,the a Team convenes twice per day meeting_where The Rig Leadership as the key focus. Measures, described Plan are or Drilling,-Completion lntervention and actionsare taken to improveoperatingefiiciencyand rwiew aoove, are reviewed the will that with the expectation thoseaccountiable advise Rig Team trends, unfavorable beingtakento improve. of the actions

6.1.2 Pre-JobMeetinq
Rig Team convenesa meetingbeforeeachjob where personalsafetyand tiask-at-hand to and actionsare tiaken above,are reviewed Zs arJ tne key focus. Measures, described that with taskand riskawareness, the expectation and efficiency focus operating improve and safely' efiiciently wiil thoseinvolved committo operating

Meetino 6.1.3 GrewEnqaqement

The WellsTeam Leader@nvenesa meetingbeforea single,or series,of well spuds Plan are the key focus. or Completion lntervention beginwhereHSSEand the Drilling, operating are and above,are reviewed actions takento improve Melsures,as described will that the expectation thoseaccountable with trends, and efftciency reviewunfavorable

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advisethe group of the actionsbeingtaken to improve,and commitments made to operate efficiently safely. and

6.1.4 AfterAction ReviedLesson LeamedMeetinq(Riq sitel

The WellsTeam Leaderconvenes end of hole sectionmeeting an where resultsand future improvements the key focus. Measures, describedibove, are revLweo are as and actions are taken to improvefuture operatingefficiencyand review unfavorable trends, with the expectation thoseaccountable advisethe groupof the actions that will beingtakento improve.

6.1.5 DailvOperations Meetinq

The Rig Leadership Team convenes once per day meetingvia teleconwith the rig a where HSSE and the Drilling,Completion Intervention or Flan are the key focus. Measures, described as above,are reviewed actions takento improve and are oi"r"ting efficiency review and unfavorable trends, withthe expectation thoseaccountable that will advise groupof the actions the beingtakento improve.

6.1.6 WellsTeamLeaderMeetino
The Wells Operations Managers convene twice per week meeting a with WellsTeam Leaderswhere sharingresultsand improvements the key focls. Msasures, are as described above,are reviewed and actionsare takento improveoperating efficiency and reviewunfavorable trends,with the expectation thoseaccountable advisl the that will groupof the actions being takento improve.

6.1.7 HSSESteerinqGommittee Meetinq

HSSEManager convenes HSSESteering a Committee Meeting a bi-monthly on basis. The commiftee accountable execution is for and monitoring D&C HSSE AgenOa. th-e They are also the goveming body that approvesHSSE activitiesand init-iatives associated with the Drillingand Completions organization. steeringcommiftee The is comprised the Drilling of Operations Managers, DrillingHSSE Manager; D&C Director and seniorrepresentatives the drilling from contractors. Mvisory meribersalso include the D&CVP andthe SPUHSSEDirec{or.

6.1.8 HSSEPerformance Manaqement Meefinq

A nominated WellsTeamLeader convenes HSSEPerformance a Review Meeting that is held bi-monthly, week following D&C HSSESteering the the Committee meetiig. The focus of this meetingis to reviewcunentHSSE performance, HSSEAgendaAllivery items and to providecontexton currentevents. Attendees this revijw includethe for SteeringCommittee Members, WellsTeam Leaders,Office HSSEstaff, WSLs (that are in the ofiice), andthe drilling contractor managers. rig

Tille of Document: GoM D&C Operating Plan/ Local

OMS Manual

DocumanlNumbor: 2200-T2-OM-MA-0001 Revlsion: o lssue Dato: 11/U2009

Nexl Review Date fif aoolicablel: Page;

Authority: Kevin Lacv Custodian/olyner: MarkWebster RetentionCode: AAAo000

Sec1trity Classification: Proiect Confidntial

11t1t2010
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Gall 6.1.9 Well Site LeaderHSSEConference

call a Managerconvenes Well Site Leaderconference every six A Wells Operations is weeks.The intentof thesesessions to engagethe field,sharelessonsand discuss Commiftee. for Themeswill be developed eachsessionby the Steering currentevents. and in is of The intent thesesessions for the fieldto relayissues theiroperations for them for Attendance whattheyneedto helpthemdo theirjobs moreeffectively. to tell Houston in will be the WSLs,FieldHSSEstafi,rig OIM and thoseinvolved calls theseconference review meetings. the HSSEperformance

HSSEStaff Meetino 6.1.10

The HSSE Managerconvenssa staff meetingwith the HoustonOfficeHSSEstiaffon a initiatives discussupcoming purpose to delivercontext, is basis.The meeting bi-weekly HSSEissues. and raisecurrent

After Action Reviedlesson LeamedMeetinq(Townl 6.1.11

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

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

D&CPeopleForum 6.1.13
days, to discuss usuallyover multiple annually, Team convenes The D&C Leadership various issues related to D&C leaders and staff successionplanning,employee issues,HR organizational and surveys,performance salary management, satisfaction taken that are policies, with decisions by etc. These are facilitated the HR function, D&C Director the acrossD&C including Segment implemented HR or variousleaders by planning purposes). (for and Capability development succession of Organizational

Dav 6.1.14LTAwav
and redefine Teamsetstime asidetwicea year to assessprogress, The D&CLeadership to This sessionprovidesan opportunity problemsolve and the collectivepriorities. and for opportunities themselves the and continuous improvement simplification consider organization.

Titlo of Document:
AuthornY: CustodianlGlvYnen Retention Code:

Plan/Local GoM D&COperating OMS Manual

Kevin Lacv

Documentt{umbor:
Ravasion:

220G.T2-DM-MA-000'r
0
11t1t2o,o,9

MarkWebster 'ovqAOO00

l3suo Dalc: Noxt Roviow Date (if aoolicablel:

11t1t2010
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6.1.15 ELTMeetinq
The D&C Extended Leadership Team meetstwiceannually providecontexton the to collectiveprioritiesfor the coming period. This group consistsof the entire D&C Leadership Team,theirdirectreports, otherkeyAssetand Function and leaders fromthe business.Participants havestronger clarity performance on expectations, accountability and their role in implementing BP Leadership the Framework. Leadersutilize this information defineactions thefuture. to for

6.1.16We!| Review
SPU Leadership meetsmonthlyto jointlyreviewall Wells activities and move specific wellsthrough gates. Thiswill alsoinclude Rig schedule various stage a review.

6.1.17 Risk Review

This entailsa reviewof D&C risksas set forth in the D&C Risk Management Practice beingdeveloped.

6.1.18 Gost ReviewMeetinq

This is a monthlyreviewof D&C cost. The D&C P&O budgetls reviewedat each GFO with the Headof Finance GoM Functions the VP D&C. Additionally, and P&O reports are set out to the respective Budget Responsible Owner(BRO)ona monthly basis.

6.1.19 OMSSteerinq TeamMeetlnqs

The D&C OMS SteeringTeam meets on a monthlybasis to providedirectionfor implementation. Progress the overallOMS plan and D&C high prioritygap closure on plans are reviewed this meeting. As D&C transitions OMS post MoC, this will in to becomepartof D&CLT meetings.

6.1.20 TeamLeaderMeetinq DE
Drilling Engineering meeting. Staff

6.1.21GE TeamLeaderMeetinq
Completions Engineering meeting. Stafi

6.1.22Enqineerinq/Operations Meetinq
Leadership TeamMeeting Engineering Operations. for and

Title of Document:
Authority:

(joM U&U Operating Planl Local OMS Manual Kevin Lacv

DocumenlNumber: 2200-T2-DM-MA-0001

o
lssue Dale: Next Review Date (if aoplicable): 11tlt200,e 11t1t2010
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Custodian/Grner: RotentaonCode:

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Surprises No 6.1.23 Drillinq/Completion

and Wells team twice per meet with the Subsurface managers The D&C Engineering jointissuesanddiscuss Time. Non-Productive methods reduce to monthto review

LessonsLearned Sharinq 6.1.24

on for Openmeeting all D&C;meetstwiceper monthto reviewprogress wellsand share plans. into for lessons learned duringactivities integration welland rig operation

PartnerMeetinq 6.1.25
Variousmeetings are held to reviewAsset and D&C issueswith coownerson an as needed basis.

Title sf Document:
Autholitv;

GoM D&C Operating Plan/ Local OMS Manual Kevin Lacv

DocumenlNumber:
Revisiorl
Drla:

2200-T2-DM-MA-0001 0 11t1t2009 11t1t2010

Pago41 of73

CustodianrOrYnor: MarkWebster Rstention Codo:

JCUfiy

AAAOOOO
Project Confidential

Noxt Rsviow Date fif aoolicablel:

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BP-HZN-M8|00193488 HCG009-016557

Appendlx GoMD&CEvidence A: lnventory: "TheWayWeWork"

The followingdescribesthe processes/practices placethat conformto the 48 OMS Version2 in Sub-Elements, their Group Essantials and E&P SegmantRequiremenband Recommendations. Whife comprehensive, is not an exhaustive thrs list. Many of the proessedpracticesoudined belor stem from the Group and/orSPU level mandates. Also shown below are the individual positions in the Drilling and Completions organization accountable that Sub-Element. for 1. 2. 3. 4. 5. 6. 7. 8. Leadership Organization Risk Procedures Assets Optimization Privilege Operate to Results

ElementI - Leaderohlp Principle: Our operating baders are amptent, exhibit visible, purposefulaN systematicleader*ip and are respected the organizations by they lead.

pt
E

BP operating leaders providecleardirection to the people their in organization then act and in accordance with it.

Vica President GoMD&CVisionStaternent Values with Business Planupdated annually p Leadershi and Individ Performance ual Contracts HSEAnnualPlan GoM D&CPeopleAgenda DCLTCollective Priorities DWOPand ETPs Compliance Management System Authoritias BP Engineering Manage GDP Compliance APDandAPMApproval MMS by SafePractices Manual/Bridging Documents EMS AFEs Decision SupportPackages B StagaGate Reviews MajorAccidentRiskMitigation Planswith VP Signfi TechLimitProcess

Il !l

t lu'*""I

Tifc of Document:
Authorltv:

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

Kevin Lacv

Ilocumcnt l{umb.n lssu. IlaL:

lrall ttavtfl utr fif .DdicibL):

2200-T2-DM-MA4001

o
fihl?oo,J 11tltzJ10 Page42of73

Mark Webster Rot ntbnCod.: Ar/qiA0000

S.curtty Pn{ect Confrdentbl P.gc: Cbrillcetlon: Wemlno: Ghccl DfY Dcr raybion to aniura you anaurino tha cofiact rovirlon

CONFIDENNAL

ol = BP+rz.*B':ffi

. . OperatingStrategy- BP integrate leaders into activities operating and business strategies objective deliver to risk continuous reduction and performance Planningand Controlsformulate BP leaders plansaligned to annual policy the localoperating to addressrisks, performance deliveryand performance improvement and opportunities, establish controls to deliver intended outcomes. . r . . o r

Leaders 360 Feedbackfor Surveysand PAS Zoomerang Policy SPURiskManagement Plan GoMD&CRiskManagement Strategy SPU Business DeepwaterOperators'GroupMeeting Benchmarking Rushmore Extemal intoMMSfocus Teamlinked Regulatory

rBB o AnnualPlanning Process o GoM D&CVP AnnualContract formsthe basisof AnnualPlan r AnnualTransformation HSE, Agendaincorporates etc. WellControl, . RigSchedule r GFO Process o Ops LessonsLearnedmeeting o WeeklySPU LT Ops meetings o Monthly Scorecards Rig Schedula Plan Resource LTP GFOUpdates Performance Objec{ives Individual through SDDNAnnually Interface on Performance Scorecards all metrics rigs, is Resourcing Model(people, monies) against schedule thatgapsare so applied identified corrected and Ops meetings Weekly DailyRig calls StageGatemeetings meetings LongLeadForecast meetings RigSchedule ProjectTeammeetings r . Authorities GoMD&CEngineering (extemal Authorities to Engineering Marine and

lmplementation- BP leadersprovidesufiicient resources manage to risksanddeliver performance improvement, apply and to controlmechanisms identif, and conect fromthe deviations plan. annual

Accountabiltty - BP leaderscreate operating and support clear

Tillo of Document:
Authoritv:

Plan/Local GoM D&COperating OMS Manual

K6vin Lacv

DocumenlNumber:
Revl3ion:

220S.T2-DM-MA-0001

o
11t1t

Custodian/Orvnen MarkWebster Rotontion Code: Socurity Classificatbn: AAAOOOO ProjectConfidntial

lssuo Dato: Nert Roviow Date lit roolicabl.l: Page: on.

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delegation and . accountability consistent o with BP requirements. o o

Communication and Engagement BP leaders, through their actions behaviors, and create environment an in whichthe worKorceare informed, involved and enabled do theirjobs. to

AnnualEngineering heldby SPU EA Plan EAs'ownimplementation ETPs of ETPsareauditable Grouplevel at Dispensations design and approval through GoM D&C EAswith endorsement Technical of Strategy o Marine plansfor rigs and Riser Assuranoe r RACI . DOA r lndividualPerformanceContracts o Semi-Annual Performance reviews Technology Townhalls Quarterly with all stafi Manager Periodic and ELToffsite LT meetings, wherein performance reviewed is performance Quarterly newsletter includes highlights Performance Agenda, whichis aligned with scorecards Assets,SPU and wells,is provided for weekly/monthly emailandvia portal via Compliance AuditandannualEthics Certification includes Codeof Conduct discussion Gifi Register STOPCards

soc
HR'spolicies and procedures Semi-ann Performance ual Reviews Performance lmprovement Processis implemented whereneeded 360 Feedback leaders for Competency Frameworks Career Atlases discipline by performance, Rewardprocess assesses e.9., Spot BonusProgram Recognition events SPUand GoMD&CLT communicate adhere and to the policyof no toleration retaliatory of action (HRmonitors will for reporting issues and objectively follow-up any breaches) on D&lAgenda/People Agenda setstone OpenTalkprogram available/in-place is GoMD&Cperforms annual an anonymous Zoomerang survey;resultsare postedon SharePoint site

Title of Document: GoM D&C Operating Plan/ Local

OMS Manual

DocumonlNumber: 2200-T2-DM-MA-0001
RCVaSlon: 0 lssue Oate: 11t1t20sJ

Authoritv: Kevin Lacv Custodian/hYnen MarkWebster RetentaonCodo: Securittr Classification: A/q40000 ProiectConfidential

Nsrt Reviow Oate (ff aoolicable): Page:

revkion-

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. r

Reviews After-Action lmprovement and Risk Reduction Performance discussions OpportunitY r PeerAssistdPeerReviews r HMIDs r BtB Process brochure o 'BP's Behavioral Expectations" feedbackabout for behaviors receiving discusses stYle management HR Advisor Model BP Leadership brochure Expectations Behavioral including Process, Management Performance discussions and mid-year annual 360 Feedback CareerAtlases Framework Competency SDDM for PDP reviewsandfeedback individuals Succession Planning Safe$ stianddowns Stopthe Job Townhalls in Rewardprocesses Place from Andy Inglis telecoms Quarterly Statement GoMD&CVision PASPulseChecks Zoomerang of Yearlyinterval Codeof ConducUEthics Certification Agenda People or Lacy breaKast lunchwith employees SafetyPulseChecks to SOCtrending assessculture with rig from ofiiceto discuss meetings Bi-weekly

Culture - BP leaders take actionto develoP a and maintain culture that and behaviors enable and safe,responsible operations. reliable

a a a a a a a a a a o a a a a

Titlo of Documont:
Authority: Custodian Otflner:

GoM D&C Operating Planl Local OMS Manual Kevin Lacy

lrocumenl l{umber:
Ravasaofl:

2200-T2-DM-MA-0001

o
11t1t200f,

MarkWebster

Rotontion Codo: Sectrity Cla33ilication:

tu440000
Priect Corfktontial

lsrue Dale: ilert Review Datc lif .oolicable): Page:

11t112010 Pago45 of 73

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Element2 - Organization Principle: We have fit for purposeand agile organizations staffedwith competent peopte and competent learns.

GoMD&COrganization Transition Whitepaper, the 'Way We Work"document, 2008(to be replaced with LOMSHandbook) Organizational MoCs R&R 1-pagers RACIchartfor all in neworganization GoMD&CRiskManagement Plan WellsAdvisoryMeeting(WAM Engineering/Tech Authorities nical MCPChas mandatory reviews segment at level through Discipline on Cat. 1 projects selfVPs and verification Cat.2 projects on Annual WellsMgrs.meetings bi+nonthly and teleconferences Organizational structure engineer w/ mgrsand operations mgrsprovides independent risk verification Clearaccountability exists withOpsManagers to managerig contractors Ops managers TLs in ofiicemanage and officebasedcontractors PSCM Functional reviews Peopleand e Functional organization the existence a and of Gompetence BP healthy population hugely contract are helpful in entities deploy and managing uncertainty strategic plans in business maintain competent o LTPincludes People populated the Forecast in employees with RPD,refreshed annually q appropriateualifi cations, r Managed moveprocess withinfunctionsupported skillsandknowledge for by DoC rolesthatimpact integrity r PDPsinform pool candidate andoperating performance to meet o The "WayWe Work"document addresses and (to organization be replaced with LOMS current future and Handbook) business needs. r Sr. WellSiteLeader competencies defined o Competency Line On o Challenger process robust through DAPS - BP entities establish organizations allow that themto deliver their planned business objectiveseffectively through deployment the people of competent and adequate resources. r WellSiteLeaders the Future program robust, of is

Engineering Manager

Performance Manager

fitle of Document: GoM D&C Operating Plan/ Local

OMS Manual

Documentl{umber:
Revi3ion: lgcue Date:

2200-T2-DM-MA-0001

Authoritv: Kevin Lacv Custodian/Onnen MarkWebster RetontionCode: AAAOOOO Security Classification: Project Confidential
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o 11n/2A09
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and WA identifles tracksindividuals'training status donesemi-annually Appraisals Performance trainingcatalogs maps, Production Essentials attendManaging TeamLeaders CareerAtlas with OpenPDPdiscussions DoG,HR' LT involvement induction haverigorous rigs Offshore and facilities in place at Process Westlake Induction New Employee BP" hiresgo through"Discover Experienced program whilein building to Visitors be escorted STOP.SOC usedat ofiice processes place in Management Performance to and adhered Performance SDDMensuresthe Business planning' succession of Management people, PDPs) staff anddeveloping (includes employing Operating DisciPlineholdthe BP entityleaders for worKorceaccountable performing theirwork in with accordance and operatingprocedures practices. stopwork SPMControlof WorkCl.L discusses authori$ traininghas an elementof employee Short-service StopWorkAuthori$ systems Drillingcontracbrscore management to mandate stoPthe job if unsafe at "Stopthe Job"issuesare reviewed safety for individuals takingthe recognizing meetings, timeto stop unsafework for documents SPM Bridging rig DailyOperations calls processin place(office) STOPcardobservation Godeof Conduct AnnualCodeof EthicsCertification to contractemployees requires language Contract policies followall lawsandcompany of includeconsequences Rig meetings/reviews noncompliance program orientation lncludedin offshore program) to (onboarding; license go offshore BP

Titlo of Documont: Authoritv: CustodianlOrvnen Retontion Code: SocuritY Clacrlflcstbn:

kmino:

Plan/Local GoM D&COperating OMS Menual

Kevin Lacv

Docrment l{umber:
m:

2200-T2-DM-MA-0001

o
11t11200f, 111112010 Page47 of 73

MarkWbster A/qAOOO0 Prqect Confdential

lssua Data: Nort Roview Date

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BP+rZN-l|8100193494
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. o r o o o r r r OrganizationalLearning - BP entities continuously improve theirlocalOMS, bothsharing and incorporating learnings fromwithinandoutside theentityor BP Group.

GoMD&CHSSEself-assessments SOC Periodic CPETaudits "Compliance Minute'featured whiteboard on on rig MMS,USCGaudits S&Oaudits GroupDefinedPractice audits GoMD&CfollowsProgressive discipline JSEA,Operatinq Procedures Bi-weekly Barnyard, Teammeetings and WellSiteLeader meetings Annual Contractor HSEmeetings Engineer mobility between teams WellsManagers Telecom Semi-weekly meetings Ops GoM D&Cnetworks connected with lessons globally sharing through ComEx Network HSSEreports distribution, GoMLL and e.g., sharing Bi-monthly HSEperformance reviews withdrilling contractors practicethat PostWell ReviewRecommended captures variances and LessonsLearned TeamLink is usedas a GoM D&Cstandard tool for capturing LessonsLearned Technical Limitprocessand workshops partof are the standard D&CBtB process PWR: D&Cfunction usingglobalbenchmarks (days/10K, day/completion); Intervention uses WETS PurpleBookis a performance benchmarking book DWOG,CWOG Rushmore Benchmarking Embedding HSSELessons process Learned Global high-value HSSElearnings

Completions Engineering Manager

Plan/Local Title of Document: GoM D&COperating OMSManual

Kevin Lacy

DocumentNumber:
Rovi3ion:

220GT2-DM-MA-0001
U

Cuslodian/Olvner: MarkWebster Retention Code: A/M0000 Slecurityr Project Confidntial Claisificetion:

Waming: Check DW Docs rerisaon to e

lssue Date: l{ort Roviow Date (if applicable):

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Working with Gontractorc - BP entitiessystematically assurethat goods, and equipment services provided suppliers, by and contractors other partiesmeetcontractual and BP requiremenls.

documents RigsandWells Rolesand Responsibilities Employee Services for PSCMand GoM D&C personnel Manager Specialist Assignment PSCMContract specialists are SomeGoM D&Csubsector assigned development) Supplier Business Plans(under Site GoMD&CSharePoint on Well (Contract Briefi ngs) Services/PSCM NAWSMastercontract see Section2, General Conditions Contract, nitions(responsibilities of Defi delineated).NAWSProjectRFPs(T&Cs,Scope Sheets of Workdoorments)and Bid Evaluation industry and BP GoM Via CPET,Contractor's TRIRare reviewed compareto minimum to those thresholds.Additional HSSErequirements, by that applydue to scopeof work,are accepted by nextto that specificHSSE contractor initialing are requirement. CVsof Contractors reviewed. the can Under auditclausein BP'sMSA,company inspect, auditfinancial information, request, and ica nce etc. techn I documents,performa records, Thereare specifictrainingrequirements for specificrequired training, trackedby Operations personnel andWA. HSSERequirements Contract Exhibitstrates contractors that mustmeet HSSErequirements contractor and shallensurc that any subcontractor employsalso meetthese it requrements.Contracts i llowtrackedvia red-ye greensystem,and monthlyreporb are generated for PSCMleadership. Periodic reviewsby CPET arevia HSSEauditson a three-year cycleand a twelve-month cyclewhenthereare auditfindings that needto be followedto closure.Audit report is checksto ensurethat contractor communicating HSSErequirements employees to to and subcontractor employees. of Sampling contractor trainingrecordsis takento verifythat required trainingis takingplaceto competencies. complete Audit reportgradingscalerangesfrom 1 to 5 (5 beingthe bestscore), andauditreportand findingsare presented CPETmeetings at that are attendedby personnelfrom PSCM Operations, and HSSE. Safetyperformance reviewed is weeklyby CPETto see if any contractors have

Tiilo of Documont:
AuthoritY:

GoM D&COpreting Plan/Local OMS Manual

Kvin Lacv

lrocument Number: 2200-T2-DM-MA-0001

Ravl3ion:

o
1tltz{J{x,

Custodirn Clwnn Mark Websler Rctinlion Codo:

AlatAOOO0

lssua Data:

llert Reviow Datc fif aoolicablrl:

11ntzJ10
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BP+tZN{t8t00193496
FrcG009{16565

announcements. Basedon auditresults, TRIR safetyperformance SectorLeaderinput,a and HSSEstatusis assigned the contractor to that wasaudited. BP leadinterviews potential of contractors Contractors explained HSSErequirements are the beforeexecution contracts of Drilling Contractors' HSSESteering Committee manages ongoingHSE performance operations of BP'sCodeof Conductis appliedwhichcovers: health, safety, security the environment; and partners; governments employees; business and company communities; assets andfinancial integrity SPM GWS|Scorecards Semi-ann Performance ual Raviews Scopeof Workis ratedto determine levelof risk thatis beingcreated JointBusiness Plansaddress HSSE Requirements/Goals Bridging established drilling with documenb contractors define that whichrequirements apply (BP'sor contractor's) (6-in-1), BP - License go offshore to TWICand Safe.Gulf required all,and screened at for for helibase WellsTearnLeaders BP fieldpersonnel and monitor contractor employee worksafetyactivity induction Facili$(onsite) DWOPsand CWOPspriorto project per lmplernent Accountability Contract lM in Section5, rev. D document Reviews Currently holdPerformance twicea year; for Doneintentionally 80%of our spend job systemto provide UtilizeGWSIscorecard performance feedback localand Global for reviews

Titlo of Document:
Authodtv:

GoM D&C Operating Plan/ Local

(1MS Manrral

DocumontNumber:
Raviiion:

2200-T2-DM-MA-0001

Kevin Lacv

o
11t112009

Custodian/Orrnen MarkWebster Retention Code: A/AA00O0

lssua Oate: Hert Revierv Date fif aoolicablel:

11t1t2010
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Element3 - Rlek operating isk and manages principte: Theworl<force att levetsof our organizationunderstands at to prcvent accidentsand harm to people,to reducedamage to the environmentand to achieve com petitivepertormance.

3.1

Risk Assessment & tanagement- BP entitiesassess,prioritize and manageoperating with BP risksconsistent requirements.

Director produced eitherusingBP-RATor Riskregisters usingone of a numberof differentExcel-based includerisksassociated spreaGheets(Registers performance, reduction risk with operating impactsand and pre-response measures risk; some probabilities eachidentified for impacts; also includepost-response registers by are registers updatedregularly the teamsand with the partof the CVPstagegate process processfacilitated the commonpro@ss by coordinators to Annualreporting Londonby SPU- GoM D&C feedsthat reporting PolicY SPUMajorRiskManagement is measures of Communication risk reduction ranging of through number methods a achieved gatemeetings the during planning fromstrage process, and regularprojecttearnmeetings, oneand the between risk champion on{ne meetings to the risk owner,to sendingout risk updates the teams MAR havebeenusedto communicate BowTies the operating rigs on risksto the drillingcontractor BP platforms RootCauseFailureAnalysis puttingstandards one-pagers; learned risks(e.9.,lessons around incidentreports;ad hoctask groups;RCFAS) againstthe resultsidentified Gap assessment in and recorded are entityrequirements captured sessions.Theselessonsare LessonsLearned into incorporated the futureprojectphasesby plans,procedures equipment or existing updating into or requirements they are incorporated new pro.iects rightaway Teamlink usedwithin BE, MPcparetwo mainprocedures eachGoM D&Cteam to identiff,assessand manaoe ooeratino risk

Title of Documcnt:
Autl|qltY:

GoM D&C OperatingPlanl Local OMS Merual

Kevin Lscv

Ilocumont Number:
Rovision:

2200-T2-DM-MA-0001 o
11t1t20W 11t112010 Page 51 of 73

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Sa6Nrrity Ctrrslfledbn: Wlmlno: Ch.dr Dl

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llert Raviail DatG (lf eodicablc): Page:

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BP+|ZN{8100193498 r'tcc009-016567

PersonalSaiety - BF entitiesprovide safe a working environment by systernatically identifying andassessing safety hazards mitigating and potential risksto people.

o entities manage the integrity hazardous of operating systemsand processes applying by gooddesign principles, engineering and practices ich operation wh preventand control incidents havethe that r r r

HSSEManager Rig-based operations followthedrilling contractors' safetymanagement systemwhichis bridged the GoMSafePractices to (SPM) Manual and safetyrequirements DWOP of process Contractors haveriskassessment procedures are tieredaccording riskof the that to operation lntervention operations the policies use and procedures within SPMand safety the requirements DWOP of processis in placeto assess A self-verification contractors' compliance theirmanagement with system andthe additional requirements mandated in the bridging document "8 Golden Rules" visible rig and at safe$ are at meetings JSEAS equivalent contractors BP each or and haveprocess 'HazardHunt"processes rigs on Somerigs use safetycommittees with broad representation Localand externalLessonsLearned reviewed are during weeklysafe$ meetings Eachdrilling operation a behavioral{ased has safetyprocess established Observations are documented, actions actedon and trending are established BP personnel drilling usethe BP Safety on rigs process Observation Conversation Observation/conversation inputintoTr@ction, are trendsare reviewed a analysis actions with is Quarterly, GoM-wide shared withGoMD&Cleadership Fieldand HSSEadvisors trainedas SOC are coaches Rigsand GoM D&Cusesthe GoM MajorHazard& Risk Operations/lM MgmtPolicyand the SPUseffortsin PS Assurance identification, classification, mitigation and GoMD&CalsousesMPcpand BtBcpguidelines Manager to govemrisk reviews; however, both processes havedifferent matrices for BP-MT is planned entityuse and process simplification RPsexistin theformof WellControl Manual. Safe Practices Manual, SafeLiftinq Guidelines, etc.

Title of Documem: GioM udu uperartng Pkm/ Local

AuthotltY: OMS Manual Kevin Lacv

Ilocument Number: 2200-T2-OM-MA-0001 lssue Date: Nort Reviow Dat

lif ro6licablal:

MarkWebster Retention Code: SecuriBr Cla$illcation: AAAOOOO ProiectConlidential

o 11t1l2o0,s 11t',u2010
Page 52 of 73

Page:

Wamino: Gheck DW Docs rcvision to ensrre vou anr usino the cofiect revkion.

CONFIDENTIAL

BP+|ZN-Irr8r00193499
HCG009-016568

or materials hazardous energy.Suchincidents can causetoxic effects, and fire or explosion in result couldultimatelY injuries, serious imPact, environmental property damageand lost production.

. Casing Manual Design . Integrity Mgmtbook r BP FLUXGuidelines Controlof Work r Controlof Worl</Contractors' . OpenWaterLiftGuidelines for o ProcessSafetyDefinition D&C lossof well identified r SPU MAR assessments damage; objectinfrastructure controland dropped thesewere includedin the SPU registerand MAR and Group;havean agreed roll-upto Segment Planin placefor LoWC,havean Risk Mitigation AssetRMP in placefor the TH (dueto high risk) by for damageto infrastructure droppedobjects o Two Engineering Authorities (Seqment) Advisors r Technical Assessment HSSEManager HealthRiskand Exposure Employee Plan Hygiene- BP entities to Manual theirbusiness manage in Procedures Safe Practices lH/Health preventharmto the exercise AnnualHealthMaP of health employees, documenb Bridging visitorsand contractors, in Well Representative Site Leaderparticipation in neighbors local workshoP HealthMap communities. is assessment partof the ergonomic Workstation bY Program Plan;managed WL campus on Hygienist stafi CertlfiedIndustrial for Fit for Duty Program offshorepositions PolicY U.S.DrugandAlcohol GoMDrugandAlcoholPolicY Program Assistance Employee D&A Programs DOT-compliant D&A Programs USCG compliant for conducted all BPhitWellnessProgram sites on employees BP-owned Process CaseManagement Center Wellness Westlake SYstem GroupHealth& HYgiene Manual SafePractices Assessment HealthRiskand Exposure Employee Plan SourcesProtection of Handling Radioactive Program

Tillc of Documcnt: Autlrorlty: R.tcntbn Cd.: Socutity Clrsrillcatbn:

Plan/Local GoM DECOperating oMS Manual

Kvin Lacv

Documenll{umber:
ll.vIsim:

2200-T2-DM-MA-0001 o 1111l2orlfJ 11t112010 Pago 53 of 73

Mark Webster AAAOOOO P(ict Confidential

lssue Date:
Next R.vicw Od. (if apdicabh):

Page: u are using the correct levi3ion'

CONFIDENTIAL

BP+|ZN-M8100193500
HCG009-016569

HearingConservation Program PotableWaterProcedure Respiratory Protection Program Bloodborne Pathogens Exposure Controlplan procedure Sewageand Blackwater Treatment Benzene Program BP-owned include monitoring all rig rigs lH for employees; MODUs periodic conduct monitoring on an ad hocbasis Onshoreusesthe Westlake program ergonomic Occupational Exposure Limits Auditsperformed everythreeyearsutilizing quantitative monitoring; Additional hoc ad (as requests needed) Exposure results maintained GlobalHealth are in and Hygiene System filingsystem and Traction plan) Medicalstaffnotified(lncident Notification Pulmonary Function Testing Emergency Evacuation Plan (offshore) Rig Medics BPhitwellnessprogram all ofishoreand for personnel onshore Mediccollects onboarding per medical information Medicines Reporting and Policy Wellness Newsletter BPhitnewsletter put r GSRAnnualAssessment identiffrisksand Security BPentities HSSEManager to processes placeto in providea process risk mitigation for maintain security the of o BP Security Compliance Program meetsMTSA the worKorce,premises regulatory requirements, a $year with facilities, equipment and' assessmenUupdate cycle information. r CodeofConduct o OpenTalk r FraudReporting System o GoMSPUGSRAssessment SMPcompleted and 2007t8 o Transportation Workerldentification Credential compliance applicable on sites o Facility Security (the Plans(FSP)as required FSPsare audited annually updated and everyfive years); non-regulated facilities alsomaintain FSPs that are updated everyfive years o GoMD&Cfollows SPUfacility securi

Title of Doclment:
Authoritv: Cusiodian Chynn

GoM D&C Operating Plan/ Local OMS Manual K6vin Lacv

DocumentNumber: 2200-T2-DM-MA-0001 Revision: o lssue Dale: 11t1t2009 Nert Reviw Date fif aoolicablal: 11t1t2010 Page 54 of 73

MarkWebster AAAOOOO

Retention Gode:

Security ProiectConfidontial Page: Glascillcation: warning: Chec|(DW Do rovision to onsurc you arc using the coroct revbion.

CONFIDENTIAL

BP+|ZN-MB|00193s01
HCG009-016570

Security Business GoMSPUhasan embedded at supported (BSM); GoMSPUis further Manager Advisor(RSA); Security Grouplevelby a Regional Business GoMSPU assetshavean assigned (BSR) Securi$ Representative Standard of lnformation Security Standard DigitalSecurity Codeof Conduct Confidentiality Privacy& Employee Digitalsystemsand security e.9., GoM D&Ccontrolof sensitiveinformation, DIMS,rig schedule Accesscontrolon file sharesand servers Standard Securi$of lnformation via Bldg.floorscontrolled badgeaccess(secure HSSEManager and identification prioritization AspecUlmpact Matrix AspecUlmpact and HSE Risk identification ranking/matrix and Objectives Targetsand EMPsestablished (SOPs/STPs) controls Operational controls matrices and associated Compliance a Drilling wellas a pro.iect reporb p/CVPphase Compliance STP Environmental BtB DWOP ETPs lmpad Statement APD,DOCD, Environmental POE to site) cartified ISO 14001 SPU (majoroperating produced every Verifi Environmental ed Statement

identify and entities manage systematically the impactof their activities the on and environment integrate environ mential into requirements the localOperating Management System.

a a a a a a a a a a a a

Title d Documont:
AulhodtY: Custodian/Orvncn Retention Codc:

GoM D&COperating PlanlLocal OMS Manual

Kevin Lacv Mark Webster

DocumentNumbor: 220&T2-DM-MA-0001
R6Vl3aOn:

AAAOOOO

lssue Date: l{ert Rsview Datc (if aoolicabhl: Pago:

o 11t',U2oop
11t1tn10 Pag 55 of 73

Sacarrity ProiectContkntial Classificetion:

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navicion to ancurc vou ait usino the correci revkion.

CONFIDENTIAL

BP+tZN-t8t00193502 rcG00s016571

Transportation- BP entities evaluate and manage transportation riskscovering land,sea andair travelto prevent injury people. to

E&AWells BP TravelWebsite (which use delivers this per Operations element) required BP TravelPolicy is Manager Mitigation BowTies at AssetLevel journeysin GoM (although covered No high-risk is in SafePractices Manual Chapter [Driving 9 Safetyl)- WhenGoMemployees travelto highriskcountries, follow localplan they the Aviation SPURiskRegister includes Asset Levelrisk GoMContract Aircrafi Guidelines GroupRecommended Practice Aviation on OGPAircraft Management Guidelines FM Approved Operator Manuals Guidelines and Aviation- auditsfor compliance stiandard to Travel- flightspreapproved BP Aviation by GoMVesselVettingProcess:VesselInspections GRPOMS5.6-001, OMS5.6 (Marine BP Operations standad),Marine DP Trials (Dynamic Positioning), Structural Review(for vessel> 25 yrs old) VesselOperating Instructions SafePractices ManualChapter9 (Driving Safety) contains elements thisdriving all of standard guidelines rentalcars Travel on Defensive Driving training Motorcycle for company use business is

Tille of Document: Authoritv:

CustodianlOrrner:

GoM D{tC Operating Planl Local OMS Manual Kevin Lacv

Documentl{umber:
Rcvlrion:

2200-T2-DM-MA-0001

MarkWebsler AAA0000

Retontion Code:

ls3uo Daio: 11t1t2trJf) Nert Review Date (if sDDlicable): 11t1t2010

Page: Page 56 of 73

Secarrity Clesclfication: ProjectContidential

Wamino: Chock DtY Docs revision to era3ure vou are usino llre correct revbion.

CONFIDENTIAL

BP+tZN-118t00193503
HCG009-016572

4 Element - Procedures and for and igorouslyfollow prrcedures safe, responsible reliable Pinciple: we document
operating. Completion D&C Procedures Localand Segment Engineering procedures covernormalconditions' Operations Manager shut down,upsetand emergency start-up, conditions standards/Procedures Industry WellPlans Practices Recommended DefinedPractices Procedures OPerations Equipment Procedures and Maintenance Inspection Procedures Operations Contractor Procedures Operating Standard Plans EmergencylCrisis (ownedby otherswithin Procedures lnstrallation BP) bY SIMOPS(o,vned Assets) STPs plansare readily and Well-specific rig-specffic accessible meetings Pre-spud JSEAS Techlimitmeetings are Procedures reviewedand updatedbefore eachwell throughthe procedures reviewed are Contractor process rig audit at DWOPand BtB are uPdated regular frequencies and controlled will be SOPsare now becoming regularlY updated MoC (BP and Contractor) of latestversions maintains GoM D&CSharePoint documents

Practices- BP entities and maintain document, and followpractices procedures the safetY for and the of theirworkforce and safe,responsible of operation their reliable fl assets,facilities, oating and structures transPort equipment.

CONFIDENTIAL

BP+|ZN-M8100193504
HCG00$'016573

ilanagement of Ghange - BP entities employ a formal,systematic processto document, evaluate, approve and communicate temporary and permanent changes that couldimpactsafe, responsible reliable and Informatlon ilanagementand DocumentControl- BP entities develop, review and maintain secure and readily available the necessary and appropriate information, documents records. and ilanagomentBP entities report and investigate incidents; determine immediate and systemcausesand implement appropriate corrective adions; and sharethe learnings to reduce likelihood the of recurrence improve and performance. opemting Gontrol of Work - BP entitiesemploya formal Controlof Workprocess to providea work environment will that allowtasksto be completed safelyand without unplanned of loss containment causing environmental

o r r o

practice GoMD&CRemmmended for Management Change of GoMDrilling Completion and euick Reference Guide BizFlowMoCtool and GoM D&Cworkflow GoM Regulatory NoticePractice

Performance Manager

r o r r r r

GoMDocument Management Procedure D&CTier2 Document (Excel) Register GoMDD&CDocument (DCTMquery) Registar Guidance GoMD&CSharepoint on site Documentum CPOL

Performance Manager

r o o o o r r r r r r

GoMSafePractices "tncident Manual Notification, HSSEManager Reporting Investigation" and procedure GoM D&Con-callinvestigation leaderand root causespecialists rota HSEPostAccident quality lnvestigation review Tr@ction Periodic Tr@ction closurereports GoMtrending analysis GoMD&CHSEManagement Steering Committee SafePractices ManualControlof Work(Bp Rigs) Contractor Controlof Workprocesses (verified) ISSOW (BPRigs) system Contractor-specific JSEAand SIMOPSpTW meetings HSSEManager

PlanlLocal Title of Document: coM D&COperating OMSManual Authoritv: Kevin Lacv Custodian/Owner: MarkWebster Rtontion Code: AAAOOOO

DocumenlNumber:

2200-T2-DM-MA-0001

Revision: o lssue Date: 11t1tzotrJ

Nexl Roview Date lif :nnliehlal.

11t1t2010
Page 58 of 73

Sscurity Conlktential Page: Classification: Project waming: check Dw Doca revision to ensure you aneusing ttre correct revision

CONFIDENTIAL

BP+|ZN-M8|0019350s
r.lcG009-016574

r
tanagoment & EmergencyReaponaefor BP entitiesprePara to and respondPromPtlY crisisand emergency harm eventsthreatening and to BP employees company oontractors, assets,and neighbodng and communitias in intemtption business operations.

(BART)' response for template crisis Common and environmental, Oparations risks, accident major including
Manager

risks securitY Continui$ o SPUBusiness Plan r OilspillResPonsePlan r FacilityERPs Plan e Pandemic Rasponse (unannounced) o MMSdrills USCGparticipation) r BP drills(including rcta r lncidentCommander and DOA o IMT system r GoM SPU POB rePorting r RUOK

lillo dDocunrnt:
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BP+lZttl-l|B|qH93508 l(tr0$016575

Element5 - Assets Principle: Our plants, facilities,assets and floating systems are fit for purposethrcughout the lifecycleof the operation.

ManagementBP entities manage projects designand for construction newor of plant, modified facilities, assetsand floating structures prevent to injury people, to damage to the environment and achieve competitive performance over the lifecycle.

SDP- MPcpfor D&C MajorProjects SRP- BBcp - Beyondthe BestCommonprccess BP lnternal audit(3-year cycle) 30 CFR250 Codeof Federat (ApDs, Regutation APMs,EPs) Equipment lntegrity Assurance (ElA)guidelines ESORsystemin placeto feed administration and workflowout of TIAPs SDP- DWOP Drilling WeilOperations and Practice RigConstruction Manual ProjectExecution Plans Well lntegrity MgmtProgram GoM for Project Plan(Quality Quality Management System usedfor projectdesign,procurement, construction, commissioning, startup, and handover) MPcpEngineering Quality and Management Guidelines ETP50 and32series(DWGoM 50-20,50-10, GP 32-'10 19) to Quality Requirements Request Quotations for for (RFO) Quality Requirements Construction for Contractors HAZOP- partofGDP3.1 HAZID partof GDP3.1 "No DrillingSurprise" workshops partof BtB 'Well Drill/Complete on Paper" sessions partof BA PeerAssists and Peerlnteraction SIMOPS strategies plans and RigAudit(Partof DWOP) plansfor new-build GRP Marine Assurance rigs 5.6401 (Marine Operations) whichis mandated for the E&Psegment ProjectEDFYPHSSER First-Year Operability Reviews

Title of Document: GoM D&C Operating Plan/ Local Authoritv: Custodian/orrnen RetontionCode:
OMS Manual Kvin Lacy

DocumantNumber: 2200-T2-OM-MA-0001 Revision: 0 11t1t2009 Nort Rovierv Dato (if eoolicablel: 11t1t2010
lssue Dale:

MarkWebster lovqA00O0

Security Page: Cliassillcatlon: Project Confidential Wamanq:Check DW Doca revislon to ensure vou aro usino the conect revUion

Pag60 of 73

CONFIDENTIAL

BP-r{ZN{t8t00193507
HCG009-016576

modifyplant, construct, facilities and ass;ets, to floatingstructures preventinjuryto peopla, damage the to environment achieve and performance competitive over ths lifecycle.

a a a a a a a a o a a a a a a a a a a a

Program GoMWell lntegrityManagement (Element Codes, l-Sub Element, Design and and Compliance, Standards Regulations Procedures) 2-Well Operating Element (DWOP) Practices Segment DefinedOperating practices ETP s + (18 operating D&C Defined B8) (Surveying, Practices D&CRecornmended WellControl, Cementing) and Tubular Design, and Downhole ToolReliabili$ BHADesign Guideline WellBoreStability Guideline Guidelines Organizational Sidetracking Guideline Fluids Management Guideline Perforating Guideline FieldGuide Cavings PipeLibrary Stuck WellCostEstimating Exploration (Ecp) cp MajorProjects (MPcp) cp Beyondthe Bestcp (BtBcp) BaseManagement (BMcp) cp FieldPlanning (lFPcp) cp lntegrated Production Efiiciency lmprovement (PElcp) cp Supplier Performance Management (SPMcp) cp plans Supplier Quality plans Assurance Marine MarineProcesses RigAcceptance Audits Process detrailed as in DWOPDispensation

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rrrPrtralrgrr

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plant, entities operate assets,facilities,floating structures transport and equipment prevent to injury people, to damage to the environment and

o o r o r r o

OEMManuals Equipment Operating Procedures MoC ControlofWork Service updates/bulletins Co. lM Audit Wellssoecifu ooeratino limitsandtechlimits

Thunder Horse Wells Operations Manager

Tillc of Document:
Authoritv:

GoM D&C Operating Plan/Local OMS Manual

Kevin Lacv

DocumentNumber:
Revl3krn:

220GT2-DM-MA-0001

o
11tlt2009 11t1t2010 Page61 of 73

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CONFIDENTIAL

BP+|ZN-M8|00193508 r'cc009-016577

performance over the lifecycle.

r r r r r r r r r o r r o o o r o r o r o o r o r r r r r . r

SafeOperating Limits lntegriV Management Manual OvenideLog plan SIMOPS Safetycriticallists Maximo Bi-weekly Pridereportof KPls and overduesafety Maximo OEMmaintenance intervals policy Pridemaintenance BP-owned equipment rig maintenance strategy document APlguidelines Bi-weekly Pridaoverduesafetycriticalreviews (perGP 1040) rig D&CIn-service audits failure reports Equipment program Tr@ction BizFlowMoCSystem ControlofWork Process Pre-startup reviewand checklist HSSEchecklist Re-commissioningprocess Pre-operationalchecklist BP ETP,STP,and Policy documents requirements MMSregulatory ETP(GP10-60) Zonallsolation ISDGP 4&04 for BtBcpRiskManagement WellsP&A operations Processes RiskManagement and Section of the Drilling WellOperations 26 (DWOP) Practice RegionalOilSpillPlan Manual GoMSafePractices Wells Operations Manager

Inspectionand Malntenance BP entities inspect and plant, maintain assets, facilities, floating structures transport and equipment prevent to injury people, to damage to the environment and achieve competitive performance over the lifecycle.

Decommissioning and Remediation- BP planfor and entities manage the decommissioning or abandonment plant, of facilities asset, and floatingstructures the and remediation the of resulting HSSEimpacts and risk.

E&AWells Operations Manager

Title of Document:
Authoritv:

GoM D&COperating Plan/Local

r)MS Mrnilal Kevin Lacv

DocumontNumbcr:
Ravi3ion:

2200-T2-DM-M4-0001

Custodian/Orvnen MarkWebster R.tention Code:

SeGurity Clrrsificrtion:

AAAOOOO
Prolect Conlidential

lssuo Dato: 11t1t20(E Nert Roviow Date {ff aoolicable}: 11t1t2010

Pags: Page 62 of 73

Wamino: Gheck DW DoG3revision to en3ure vou are uino the correct revirsion.

CONFIDENTIAL

BP-I{ZN-il8t00193509
HCG009-016578

-All tarlne Operatlons activity theBP in marine

Groupis carriedout in sucha way as to prevent injuryto people,damage and to the environment to compstitive achieve performance over the

r r

Process:VesselInspections GoMVesselVetting GRPOMS5.&001,BP OMS5.6 (Marine Operations Marine- DP Trials standard), Operations Manager Review(for Structural (Dynamic Positioning), > 25 yrs old) vessel Insfuctions VesselOperating D&C DWOP

TithdDocu.mnt:
Auilrorltrr:

GoM D&C OperatingPtan/Local OMS lrarud

Kevin Lacv

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BP+tZN{Broor93510 r'rccooc-or0570

Element6 - Optimization Principle: Our operationsare continuouslyoptimizedto improvepertotmance and delivery from our assefs.

entities identiff, evaluate a andcapture opportunities a to improve operating unit a performance.

a a a a a a

echnology DIMS(moving OpenWells) to D&CWell CostEstimating Tools(MWE& SWE) Standard KPlsof Days/10K Days/Completion and Operating Envelope Depth& Departure for MPcp/BtB StageGateReviews EOWReports Weeklystandardized scorecards MoC Rig Downtime monthlyreport SafeOperating Limitsfor all equipment SORA (or for deviations MoC) Maximo Spillreports Air emissions monitoring TechnicalLimit Vendorproduct information bulletins

Energy- BP entities r employenergystrategies Feedstockand Product o Schedulingand Inventory- BP entities manage feedstock inventories schedule and operations meet to production requirements that satisff business and customer needs. - ur a--urqrrbg r Yugrrr)r entities assure quality the of theirmaterials, operating activities,

NotApplicable GoMD&C to
Not Applicableto GoM D&C

NotApplicable GoMD&C to

Title of Document: Authorltv:

Cu3todian olvnen

uoM utru uperailng Ftan/ Local OMS Manual Kevin Lacv

ltocumont ilumber:
Raviabn:

2200-T2-DM-MA-0001 0
1t1tztxtg

MarkWebster AAAOOOO

Rctenlion Code:

l3sue Date: Nort Review Oate

fif aoolicablel:

'11t1t2010
Page 81 of 73

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CONFIDENTIAL

BP+|ZN-M8100193s11
HCG009-016580

Technology- BP entities . identi! and implement r to technology imProve r performance. operating r r Procurement- BP entitiespurchase and materials feedstocks, to services meet standards, cations, specifi and delivery, operating which requirements addresslifecydecost.

Technology Plan GoM D&CTechnology Manager plans Assetand projecttechnology AnnualLTP process with the EPTD&C Detailedannualprolectreviews flagshipProjects MPcp manufacturing for BP GISstandards quality Supplier QualityAuditProcess ability cationauditfor manufacturing Pre4ualifi lM Goods/Services and QA Program process approval deviation GIS Standard Supplier for Specification the Assurance Integrity & for Equipment Drilling of Procurement Critical Products Tubular excluding Completions, (ETP10-50) for Specification the Assurance Integrity Produdsand Connection of Procurement Tubular (for Services use in Wells) Manufacturing Completions, for DesignReviewProcess Drilling, Equipment andSubsea Guidelines A,ssurance Integrity Equipment & for forAuditing Suppliers Drilling Procedures Completions Surveillance Equipment & Drilling Completions PSCM- CommonProcess PSCMlntemalcontrolaudit of audits suppliers Financial quality audits Periodic for intelligence SPM- market KPlsusedduring U.S.andalsoglobal Excellence Intelligence/Contracting Marketing andWells

lr I

Management - BP entities manage to materials providethe quality and required to availabili$ deliver performance. operating

r o r r

lists visibility and GoMmaterials equipment tool MAETrax and LegacyMMS Facility and HoumaPreservation Maintenance (PMF)site information process and procedures, aviation/boat GoM Logistics contacts and schedules, shorebase

RigsandWells Services Manager

T.rileof Docum.nt:
Authoritv:

toE

GoM D&C Operating Plan/ Local 6MS Mamral Ke\rin Lacv

Itocument Number: 2200-T2-OM-MA-0001

Revision:

Custodian/Ornen Rot ntion Cod.:

Mark Webster MA0000 ProiectConfidntial

|rsue Date: Nert Rcview Dat (if aoolicable):

Page:

o 11tlt200,s 11t1t2010
Page65 of 73

coNFDENTAL

Socotity Cla$lficrtion: Wlmind: Ch.clDn

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BP+|ZN-M8I00193512
|'tcc009-0165E1

o o entitiesdevelopa culture r in the workforceto . improve operating r performance through r defectidentification, measurement, r and elimination. o o o o r o

Contlnuous lmprovementBP

Quarterly Performance Reviews PeerAssists PeerReviews Rig CrewEngagement Meetings Bi-Weekly LessonsLearned sharingmeetings Townhallmeetings ProjectStage Gate Reviews WeeklyTeamMeetings AnnualPerformance reviews AfrerActionReviews BP lntemalAudits Endof Well Reports (Safeg, l,lon-Productive Incident Time) lnvestigations r EIAG o PlPs r KPls . Rig auditand ActionPlans o Continuous plans improvanrent o RigAuditactionplans r Completion plans Excellence r DWOP r CWOP o Bi-r,veekly LqssonsLearnedmeetings r WEPF r Completions Excellenca, Drilling, Ops, Intervention Networks BEcp Major ProjectCommonProcess TeamLink Tr@ction Performance Sorecards Benchmarking

Drilling Engineering Manager

Title of Document: Authoritv: Curtodhnlormr: Retanlion Codc:

GoM D&C OperatingPlan/ Local OMS Marual

Kevin Lacv I

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BP+rZN{8r00193s13
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7 to Elsment - Privilego Operate issuesraised ourkey stakeholders. by and We whatis promised address Principle: deliver

Compliance r Regulatory - BPentities complywith r

applicablelegaland

requirements. o regulatory
o r o Gommunityand r Stakeholder Relatbnehipa - BP entitiesact to enhance their reputation with key stiakeholders a as partner, neighbor, employer and investment of choice,and engagethe stakeholders the on issuesthat affactthem. Sociel Rcrponrlbillty o BP entitiesdeliver responsibla operations conforming BP to Requirements seek and to havea positive influencs the on communities which in

System(CMS) Management Compliance FacilitV CMS Matrix NoticaProcess GoM Regulatory audit TheCMSteamannual Operationalcontrols Recommendation' CMS "BestPractices Tr@ction to NotApplicable GoM D&C

NotApplicable GoM D&C to

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GustomerFocus - BP entitiesdevelopand maintain transparent, sustainable customer BP relationships.

a a a a a a o a a a a a a a a a a

LTP GFO Monthly cost reconciliation Monthly Performance Scorecards Leadership Performance Contracb SPUobjectives SOR AFEs RLGsurveyofAsset VPs WellHandover Process AssetD&CPerformance Reviews AnnualCodeof Conduct certification GoM D&CScorecards Asset post-wellreviews SIMOPS meetings Firstyearoperabili$review NotApplicable GoM D&G to

AtlantisWells Operations Manager

o BP entitiesmanage producbthroughout their lifecycle satis! legal to and regulatory requirements and communicabpotential

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Kevin Lacv

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Page68 of 73

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8 Element - Results
rs Pinciple: Measuremenf used to understandand sustainpertormance'

establish BP entities a metricsto monitorand a reportdeliveryof a and business operating a targetsand to Promote improvement. a continuous
a a a a a a o a a a a

reports WeeklyOPerations forecasting Monthlycost scorecards Monthlyperformance GFO updates LTP process BtB CommonProcsss index readiness Projectexecrltion Tr@ction SAP DIMS LongTerm Plan GFOforecasts Codeof Conduct PurpleBook OrangeBookfeeds PWC) BP and internal audits(CETs, Partner - rig commitments requirements Reporting site Leadership visits KPls lntemalaudits AuditPlan AuditGuidelines AuditSchedule develoPed) SOCs(trargets Review EMSManagement tools GoM communication S&OAudit GoMFieldChecklists procedure GoMActionTracking System GoM DrillingHSSESelf-Assessment Rig BP-owned lM AudiUReview GoM GoM BtBcpAudit Rig Audits Audits Marine reviews DWOPDispensation Assessments Competency GoMActionTrackerTool

- BP entitiesperform and assessments audits performance of operating andmanagement processes assure to with compliance legaland and BP Requirements, and driverisk reduction performance improvement.

a a a a a a a a a a a o a a a a a a a a

Operations Manager

Titla of Docurncnt:
Authority:

GoM D&C OperatingPlanl Local

l.)MS Mrmral

ltocument l{umbet:
RaYI3ad:

220GT2-DM-MA-0001

Kevin Lacv

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11t11200f, 11t1t2010 Page 69 of 73

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Performance RcvlewBP entitiesuse the resultsof assessments and audits,as well as inpub from otherinternal leamingactivities to periodically reviewthe continued adequacy and appropriateness the of existinglocalOMSand drivesystematic improvements in lrlanagemontBP entitiesoperatesafely planning and profitably, andmanaging financial and humanresources consistent with the annual plan,andto deliver performance. operating

r r . r o o r

Leadership Team2009 PriorityReviewWorkshop AnnualPlanManagement Review Rig PlanProgress ReviewMorningMeeting Annual Planmilestones LT focusareasfor GoM D&C(Cost,CE, HSE) Projects'MilestoneTracking StageGate Review

President

r CAPEX-OPEX r GFO prooess o LTP r GFOZero o GFOOne o RACICharts r BtO (oostcenterbudgets) r Headcount planning (resource database) r MonthlyForecastProcess e AFECostTracker r Timewriting Process r GoMD&COne-Pager r RAC|Charts

Performance Manager

T.rtlcof Documcnt:
AuthorilY:

(1MS Manral

C'oMD&C OperatingPlanl Local

Kevin Lacv

Ilocrmont Number: Rrvlrkn:

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AppendixB: Activitiesand Accountabilities GoM D&COMSSustaining

lntent
Visbn & Strategy Development OMSlmplementation OMS@neral Adminisbation OMSGovemance r Refiestt r Communicate of r Supportand asstre consistentimplementation with the SPU OMSaligned upclates r lncorporateOMS architech.tre on r Provide & direction communication OMS

A - Mce President R-D&C LT A - Perbrmance Manager R - OMS ProjectLead A - OMSProjectLead Manager A - Performance R - OMSSub-Element SPAs A - Director R - Wellsand Engineering Managers A- OMSProjectLead R - OMSSub-Element SPAs A-Mce President R- D&CLT

RiskAssessmentand Prioritization
Proesses RiskManagement and o Driveapplopriate assessments actions risk

Self Assessment

self appropriate Defineplanand implement for assessment, a given year . Coordinate prioritization gap r Set direction audit o Incorporate mitigatiot,gap closure, risk capitalexpenditure baseoperations, findings, activities . Develop approveLTP and AnnualHan & r Develop phns for closingprbrity Assetgaps . Plan(LocalOMS UpdateOMSOperating reviews& on Handbook) annualbasis,coordinate approvals

Plannins and Controls

AnnualPlanning

OMSGap ClosurePlanning PlanUpdate OMSOperating

Team A - OMSSteering - OMS ProjectLead R A - PerbrmanceManager R - OMS ProjectLad

ImoIeme ntaflon and Operations

Dayto Day Operations r Manageto ensuresafe and reliableoperations and . Ensurecompliane to OMS Essentials Prac'tices for r Embrace improvement risk continuous defects miti;a6on,eftciencyand eliminating . content OMS Navigator Update/rnaintain A-Mce Prosident R- D&CLT

Content OMS Navigator Managernent

A- OMSProjectLead Coordinator R - SharePcint

Tiil. dDocument:
Autiofttv:

Plan/Local GoM D&C Operating OMS Manual

Kilin Lacv

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2200-T2-DM-MA-0001

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11t1t2009 11t1t2010 Page71 of73

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CONFIDENTIAL

BP+|ZN-M8100193518
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Evaluatlon and CorrcctlveActlon

Coodinate OMS GapClosure . Trackand Evaluate Status Plan Execution Status & . Take conectiveadbn to ensurc closure Updates
Maintain basedintemal risk audit processes . Evaluate and Maintain SelfAuditeflectiveness o Ensuretimdy auditactionclosure . Gomply with SPU S&OAuditschedule
a

A - Performance Manager R - OMS ProjectLead A - Performance Manager R- OMS ProjectLead A - Performance Manager R- D&CLT

Reportout on fndings/recommendations for action lmplement actions Participatein SPU and Asset OMS revienvs for alignment, updates, leamings, to ensurc etc. phase mnsistentembedding earlysustaining in

Revlews nd lm provement a Processes

A - Performance Manager R - OMS ProjectLead A - Mce Presftlent R-D&CLT

LT'Management Reviews'

o Definedin Operating Plan . ReviewoverallAsset activitbs and results . Drive@ntinuous improvement whereneeded

Title of Dodrm.nt: Authoritv:

Cuctodhn Chrn n

GoM D&C OperatingPlan/ Local OMS Manual

Kvin Lacv

Ilocwnent Number: 2200-T2-DM-MA-0001

Ravlgfttn:

lvlarkWebeter

R.tenlion Code:

A/qA0(n0

lssue Dale: il.rt Reviff Dab {if aooliceHcl:

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11t1t2010
Page72ot73

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CONFIDENNAL

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Document Authorlzetlon Form please which indicate clearly new, and documents, Thisbrm to be usedfor authorizing revised obsolete category applies Special New document lnstructions Document Detellr Number Document Document Title Date NextRevie\,Y Reason lssue br (ched< applicable) as 2200-T2-DM-MA-@01 GoMD&COperating Plan/Local OMSManual l Revision l0

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NewDocument Revised Document

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DocumrntSlgnOff PrintName Signature

Obsolete Docurnent

Date

Custodian/Owner

MarkWebster

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MickLeary Reviewe(s) (if applicable)

Aulhorizer Document Control Use

KevinLacy

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Titl of Document:
Authonlv:

GoM D&C Operating Planl Local

nMS Manrrrl

DocumentNumbor: 2200-T2-DM-MA-0001
Revision:
l33ue Llate:

KsvinLacv Custodian/Ovvner MarkWebster RstentionCode: AAAOOOO

0
11t1t200,{,

Nert RoviewDate 11t',U2010 (if aoolicablel:

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BP+tZN-I$8t00193520 HCG009-016589