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Well Engineering Management System Manual

Well Standards

WELL ENGINEERING MANAGEMENT SYSTEM MANUAL JANUARY 2011

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Technical Authority (Insert Job Title) Document Custodian (Insert Job Title)

Name: Signature: Name: Signature:

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WELL STANDARDS

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Date: Date:
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DISTRIBUTION LISTING Copy Number Master (signed hardcopy) Master (electronic) 001 002 003 004 005 006 007 008 009 010 Document Holder Document Control Centre (DCC) Document Control Centre (DCC) / BMS Administrator

For those outwith BMS (Hardcopy Distribution)

Issue REV 0 REV 1 REV 2 REV 3 REV 4

Description of Change

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REVISION CONTROL Date

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Doc No.

Document Title

Petrofac Facilities Management 2010 Copyright in the whole and every part of this document belongs to Petrofac Facilities Management and the information herein contained may not be used, sold, transferred, disclosed, copied or reproduced in whole or part in any manner or form to any person without the prior consent of Petrofac Facilities Management. Rev - A Page 2 of 33

For Implementation

ASSOCIATED DOCUMENTS

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Manual Structure
Section 1 Introduction This section provides an overview of the Drilling Management System (DMS) and describes the framework within which drilling activities are to be carried out. Section 2 Management and Organisation of Drilling Projects This section provides guidance on the selection and competence of drilling and support personnel. Guidance is also provided on how information is shared through reporting systems during the planning, operations and completions stages of the project. Section 3 Well Planning Process This section describes the well planning process and how it fits into the overall drilling operation which must comply with the policies, standards and applicable legislation in force for the area of operation. Section 4 Project Specific Considerations

Section 6 Well Project Closeout

This section describes the close-out information to be completed for each well. This includes the End of Well Report (EOWR), the Campaign Report and material and financial reconciliation preparation.

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Guidance is given on the preparation of the Drilling Programme and the policies and standards that cover the content. The programme must also be in compliance with all relevant local government regulations and guidelines.

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Section 5 Management of Drilling Operations

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Specific Project Considerations include the legislative requirements and approvals that must be complied with. This includes permits and approvals issued by the relevant authorities prior to commencement of operations.

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TABLE OF CONTENTS
DISTRIBUTION LISTING .............................................................................................. 2 REVISION CONTROL .................................................................................................. 2 ASSOCIATED DOCUMENTS .......................................................................................... 2 1.0 INTRODUCTION ............................................................................................... 6 1.1 1.2 1.3 General ..........................................................................................6 Drilling Management System Structure .....................................................6 Deviation.........................................................................................7

2.0

MANAGEMENT AND ORGANISATION OF WELL CONSTRUCTION PROJECTS ....................... 8

3.0

WELL PLANNING PROCESS ................................................................................. 11 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 Policy ........................................................................................... 11 Well Examination and Integrity ............................................................ 11 Well Programming ............................................................................ 12 Project Plan ................................................................................... 12 Legislative Compliance ...................................................................... 13 Contractor Selection and Management ................................................... 13 Environmental and Waste Management .................................................. 15 Control of Programme Changes ............................................................ 12

4.0

PROJECT SPECIFIC CONSIDERATIONS ................................................................... 19 4.1 4.2 4.3 4.4 4.5 Legislative Requirements and Approvals ................................................. 19 Contracting, Tendering and Procurement Requirements ............................. 22 Logistical Constraints ........................................................................ 22 Security and Personnel Safety ............................................................. 26 Operating Considerations ................................................................... 28

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HSE Plan ....................................................................................... 16 Emergency Planning ......................................................................... 16 Risk Assessment .............................................................................. 17 Well Handover ................................................................................ 18

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Standards and Documentation ............................................................. 11

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2.1

Organisation and Responsibilities ...........................................................8

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5.0

MANAGEMENT OF OPERATIONS .......................................................................... 29 5.1 5.2 Operational Programme ..................................................................... 29 Operational Practices ....................................................................... 29

6.0

WELL PROJECT CLOSEOUT ................................................................................ 31 6.1 6.2 6.3 6.4 6.5 6.6 6.7 Policy ........................................................................................... 31 End of Well Report ........................................................................... 31 Campaign Report ............................................................................. 31 Lessons Learned Reporting ................................................................. 32 Materials Reconciliation .................................................................... 32 Financial Reconciliation ..................................................................... 32 Document Control ............................................................................ 33

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1.0 1.1

INTRODUCTION General The WellAtlas Drilling Management System is designed to provide a fit for purpose framework within which drilling activities can be carried out in a manner that ensures the objectives of the organisation are met. The system contains policies and standards which provide a consistent and systematic approach to the management, planning and execution of drilling projects. The Drilling Management System is owned by the WellAtlas Operations Manager in Aberdeen who is responsible for control and amendment of the system. This manual shall be updated and amended, as required, to reflect industry best practice. Suggestions for the amendment and improvement of this manual are welcome and should be made by contacting the WellAtlas Operations Manager in Aberdeen.

The Drilling Management System is organised in two tier system comprising of:
Group Policy Group Recommended Practice

SPD-WEMS-001

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Group Policy applies to all drilling and well operation activities performed under the control or supervision of the Company. Statements of Group Policy nature can be interpreted as the shall component of the Drilling Management System. Included within the Group Policy tier are the following documents:

SPD-WEMS-POL-001 SPD-WEMS-STD

All Company staff and contractor personnel involved in managing drilling operations are responsible for ensuring full compliance with Group Policy. Group Recommended Practice shall be regarded as drilling and well operation activity guidelines and represent best practice. These documents can be interpreted as the should component of the Drilling Management System. Included within the Group Recommended Practice tier are the following documents:
SPD-HSE-001 (HSEMS) SPD-HSE-GUI-XXX Health, Safety and Environmental Management System

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Drilling Management System Framework Drilling Well Standards Policy Document Drilling Well Standards Documents

HSEMS Guideline Documents

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A summary of the Drilling Management Structure can be seen in Figure 1.

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Drilling Management System Structure

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Group Policy (Shall)

DRILLING MANAGEMENT SYSTEM


WAT-DMS-001

HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT SYSTEM


WAT-HSEMS-001

DRILLING WELLSTANDARDS POLICY


WAT-DMS-POL-001

DRILLING WELL STANDARDS


WAT-DMS-STD-XXX

WAT-DMS-PRO-XXX

WAT-DMS-G-XXX

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Recommended (Should)

PROCEDURES

GUIDELINES

Regular or routine dispensation from a particular policy is not considered an acceptable practice. Where the dispensation exposes a clear shortcoming in the relevant policy, it will be the responsibility of the Operations Manager to ensure the Well Engineering Management System is amended as required.

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Any application for dispensation must be made in writing, with the reasons and justification for the dispensation documented. A risk assessment and mitigation plan for the relevant policy requiring dispensation shall be prepared and attached to the dispensation application.

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The policies detailed within the Group Policy Tier of the Drilling Management System may not be contravened, unless a written dispensation is granted by the Operations Manager, or delegated authority, on request by the Project Manager as outlined in Standard Dispensation, SPD-WEMSSTD-010.

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Deviation

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Figure 1. Drilling Management System Structure

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HSEMS GUIDELINES
WAT-HSEMS-G-XXX

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2.0 2.1

MANAGEMENT AND ORGANISATION OF WELL CONSTRUCTION PROJECTS Organisation and Responsibilities 2.1.1 Policy All Company well construction projects shall be undertaken by a properly resourced and competent team of well construction and support personnel. The Project Manager, in consultation with the Well Construction Manager is responsible for defining the drilling project organisation and for appointing the Well Construction Team members required to perform the duties of a managed operation. The teams will be drawn from professional engineers consisting of company staff and consultants. All personnel included in the well construction organisation shall be competent to fulfil the roles and responsibilities of their designated position. To ensure corporate learning and continuous improvement, accurate and comprehensive reporting is required during the drilling project planning, execution and close-out. 2.1.2 Assignment of Personnel

The Company is committed to the development of staff through evaluation of individual performance and potential. The aim is to broaden the individuals skills base whilst maintaining a clear focus on both Company and personal goals. 2.1.4 Competence and Qualifications Given the safety, environmental and cost risks associated with operational work personnel should be competent to carry out the tasks assigned to them. The Project Manager is accountable for the implementation of Competence Assurance system to achieve this objective in relation to their project. A critical competency is defined as one that the individual must demonstrate in order to perform his or her job function without compromising the safety of personnel, assets or the environment.

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2.1.3 Personal Development

In all cases, the assignment of personnel into a project team should be agreed between the Project Manager and Well Construction Manager.

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Personnel are selected and assigned to projects based on the requirements of the project (such as technical content, size, hazard exposure etc.) combined with the experience of the individual or team. Each individual will clearly understand their responsibilities and reporting line.

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Individuals whose job functions are designated as having critical competencies shall be subject to periodic assessment and/or certification in such competencies. Such assessment and certification will, where appropriate, be conducted by independent third parties against defined standards. If suitable external means are not available, assessment and certification may be performed in-house. Individual consultants who fill an engineering or supervisory position will have, as a minimum, the same standard of competency as company personnel. For these individuals their Curriculum Vitae must be checked and a minimum of two recent references taken. In addition interviews will be carried out to more fully assess their competency for the intended activities. Job descriptions are used to define the minimum competency levels required for a particular position. The job selection process and additional training provide key mechanisms to ensure the competence of personnel. Critical competencies for the Well Construction group job functions are defined in SPDHSE-P-002, as are training and competency assessment requirements. When evaluating the suitability of sub-contractors for provision of equipment and services, consideration shall be given to the contractors systems for competence assurance.

During operations, a number of daily and operations specific reports will be submitted by the Offshore Supervisor each morning and circulated to an agreed distribution list of Company, Client and Contractor personnel. Depending on project specifics, the Drilling Superintendent may review and approve the reports form the rig site prior to wider distribution. The Project Manager is responsible for ensuring that the distribution list is

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During the project planning phase, all well construction work, such as casing design and the drilling programme, shall be documented and signed off by the Project Manager. The following reports are required, as a minimum, to document the well planning: Contracting Strategy; Well Design Document; Well AFE; Project, well and operation specific risk assessments; Operational Programmes.

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Accurate and timely reporting is essential to ensure that all appropriate information is captured during the drilling project planning, operations and close out. A well filing system shall be created for both electronic and paper documentation.

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2.1.5 Knowledge Management and Reporting

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appropriate given data confidentiality considerations. The minimum daily reporting requirements shall include:
Daily Operations Report;

Look Ahead. Further well site reports that may need to be completed and distributed include: IADC Reports; Geological Reports; Mud Reports; Casing Reports; Cementing Reports; Leak Off Test Reports; Accident/Incident Reports. Daily Safety Report;

Well Files and Daily Reports; End of Well Report; End of Campaign Report; Lessons Learned; HSE Performance Review;

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Refer also to Section 6 of this manual.

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Materials and Financial Reconciliation.

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On completion of well operations, it is essential that all knowledge from the project is captured in data files and applicable summary reports. Although client requirements may differ, a minimum of the following information shall be compiled:

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3.0 3.1

WELL PLANNING PROCESS Policy The Project Manager shall ensure that all well operations are planned effectively with due regard to hazard identification and mitigation of risk, with critical planning tasks identified and tracked by means of a project plan or checklist. Operational planning, well design and detailed operational programmes shall be prepared and authorised in accordance with the relevant standards in the Well Engineering Management System.

3.2

Standards and Documentation The well design shall be developed in accordance with the Policies and Guidelines referenced within SPD-WEMS-STD-001, Well Design and Construction. Local standards shall be reviewed with respect to the client standards, but shall comply with all WellAtlas general and drilling policies. All Company well designs will take into account the full well lifecycle, including any requirement for long term suspension, potential future production of exploration wells, conversion to injection wells and eventual well abandonment at the end of this lifecycle.

3.3.1 Well Examination

A Well Examination process may need to be in place (dependent on local legislation) to ensure independent and competent verification of the integrity of the well. This can either be internal given sufficient arms-length distance from operations or may involve a third party if this cannot be achieved. This process ensures that each well will be subjected to a process of independent examination throughout the entire well life cycle by an independent and competent person. Where applicable, plans of operations involving modifications, which may affect the integrity of the well, will be submitted to the Well Examiner for review. The well examination process is described in the document SPD-WEMS-STD-002, Well Examination Scheme and describes the following: Roles and Responsibilities; Under what circumstances well examination is required; The well examination process; Reporting procedures; The maintenance of records.
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3.3

Well Examination and Integrity

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3.3.2 Integrity Assurance Regular monitoring, maintenance and testing of all Safety Critical Elements of the well will be carried out based on the requirements defined in SPD-WEMS-STD-011, Well Integrity. Corrective action shall be carried out when equipment falls outside the standards set. 3.4 Well Programming Detailed operational programmes and procedures will be prepared for all well construction and evaluation activities. This includes the Drilling Programme, Well Test Programme, Completion Programme and Abandonment / Suspension Programme. These programmes will provide sufficient detail to ensure that the well is constructed in accordance with the requirements of the Well Design Document and in compliance with the Well Engineering Management System. Operational programmes will be issued as controlled documents and should be developed in accordance with the Policies and Guidelines referenced within this Well Engineering Management System, (Section 5, Management of Operations). 3.5 Control of Programme Changes

A material change can be defined as any change that affects the safety of personnel or the environment, the final well status or influence the ability of the well to deliver the pre-defined objectives (e.g. early TD of a section, removal of a logging run, etc.). Changes must reference the original well design and where necessary and an amendment, signed off by the appropriate senior operations person, must be made to the Well Design Document to incorporate the change. All controlled copies of the Operational Programme must be updated with the amendment. Material changes must also be risk assessed and the result of the risk assessment documented. A mitigation plan should be implemented for any new significant risk. 3.6 Project Plan 3.6.1 Policy
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A minor change is defined as any change that has no impact on safety and neither impact on time or cost nor the ability to deliver the well objectives (e.g. bit change, adjustment to LCM additions, etc.). Once classified a minor change should be approved in writing by the appropriate senior operations person either by email or fax.

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A Project Plan shall be prepared for each defined well construction project, which clearly highlights the work scope, durations and resources required during the planning phase prior to commencement of operations. The Project Plan shall be updated regularly and any slippage or potential delay to the commencement of operations shall be communicated by the Well Construction Manager. 3.6.2 Standards and Documentation The Project Plan preparation is normally the responsibility of the Project Manager, and can be prepared in any convenient format. It is intended to be a checklist for the work scope that must be undertaken and completed prior to the commencement of any well operations. It should be used to determine the duration of the planning phase and define the critical path of planning work. It can also be used to define the resources required to meet a defined schedule.

The Project Manager shall ensure that all company well operations comply with the applicable legislation in force for the area of operation.

It is the responsibility of the Project Manager to ensure that a comprehensive set of the regulations and legal constraints, which apply for all well operations, are compiled as soon as possible during the planning phase. This can be achieved by subcontracting legal services in the host country or by any other means deemed appropriate. All legislative requirements and submissions to government bodies will be included in the Project Plan, together with the relevant approval and/or consultation period. Government applications will be submitted in timely manner such that consents can be granted within the specified time limit without resulting in any delay to operations. 3.8 Contractor Selection and Management 3.8.1 Policy For all company Projects, a Contracting Strategy shall be prepared by the Well Construction Manager.
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3.7.2 Standards and Documentation

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3.7

Legislative Compliance

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The tasks identified in the Project Plan or associated checklist must have adequate resources allocated to ensure that the work is completed according to the planning schedule.

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The selection process for contractors shall include assessment of HSE systems in place and safety record, placing due regard to the criticality of services being provided. The general Contracting Process, WAT-WEMS-SUP-001 shall be followed unless another is specified in the operating agreement or in the host country legislation. 3.8.2 Standards and Documentation Contracting activities should be carried out in accordance with the principles outlined by any client guidelines and with due diligence to avoid any perceived conflicts of interest. Contractor selection will be based on: Safety Management System commensurate with safety criticality of work tendered.

Technical competence and track record.

Cost.

The drilling rig contract involves the largest number of contracted workers and greatest exposure to HSE incident in a drilling project. Assessment of potential rig contractors will therefore be carried out in detail. In particular, the Drilling Contractor under consideration must have in place, the following systems and documents as a minimum: Safety Management System, which should demonstrate that all safety and environmental risks have been assessed and that the rig complies with relevant legislation. In some areas an approved Safety Case shall be a pre-requisite. Competency System for Personnel. Emergency Response Procedures. Maintenance System for all Plant and Equipment. Permit to Work System. Lifting Procedures and Policies.
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3.8.3 Assessment of Contractors and Rigs

Successful bidders will be managed against the agreed contract scope of work.

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The Well Operations Project expectations and Scope of Work will be clearly communicated in the Invitation to Tender.

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Equipment integrity and suitability.

Resource and experience levels in the geographic area of operation.

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HSE track record.

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Accident and Incident Reporting and Close out Procedures. Environmental Management Policy. Independent Verification Scheme. Procedures for Installation of Temporary Safety Critical Equipment. During the technical assessment of the drilling contractors and their rig, a detailed rig inspection shall be undertaken. Rig availability should be assessed as early as possible in the well planning process as it may be critical to the timing of the project. 3.8.4 Assessment of Drilling Service Companies Technical and HSE assessment of the drilling service companies is critical in determining criteria for commercial comparison during the tender evaluation process. If required, a detailed audit of each contractors technical and HSE capability should be conducted in order to assess their ability to perform the defined services and an appropriate bias that should be applied in the tender evaluation. 3.8.5 Long Lead Items and Long Lead Services Procurement Long lead items, such as wellheads, casing, tubing and completion equipment and long lead services, such as site surveys, environmental baseline studies, can often be on the critical path for the commencement of drilling operations. It is essential that the long lead items and services are defined early in the project well design and planning and their lead time for delivery assessed. The long lead item and service specifications should be sufficient to cover the worst case scenario incorporating any applicable uncertainty that may exist at the time of placing the purchase order. Detailed specifications and requirements must be included with any tender or purchase order to ensure fabrication and service standards are attained. Where necessary, reference should be made to the appropriate internal, API or industry standard. 3.9 Environmental and Waste Management 3.9.1 Policy The Project Manager shall ensure that all drilling operations comply with all applicable environmental regulations at each location. The Project Manager shall ensure that every effort is made to minimise harm to the environment as far as practically possible. 3.9.2 Standards and Documentation An environmental review will be prepared for each drilling location. This may form part of the Environmental Impact Assessment (EIA), or in abbreviated form, as part of the
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environmental permit justification for operations. Any measures adopted to minimise impact on the environment will be documented in this EIA. It is the responsibility of the Project Manager to ensure that the relevant mitigating measures are communicated and carried out in accordance with the relevant EIA. Well site waste will be managed in accordance with the Drilling Contractors procedures, assuming minimum compliance with Hazardous Materials and Waste Management, SPDWEMS-STD-007. Chemical discharge will comply with all permitting legislation. 3.10 HSE Plan 3.10.1 Policy A local HSE Management System (HSEMS) shall be established for each well operation. This will be included in the bridging documentation between the HSE Management System and relevant client and/or Drilling Contractor systems. The minimum requirements for the bridging documentation are set out in SPD-WEMS-STD-001, Well Design and Construction. All lost time accidents, high potential safety and environmental incidents at the rig site shall be reported by the Drilling Supervisor to the Drilling Superintendent and Project Manager without delay. The Project Manager is responsible for informing Client and Company Management of all recordable accidents and incidents. The Project Manager shall be responsible for ensuring that all lost time accidents, high potential safety and environmental incidents at the rig site are properly investigated and any actions followed up and closed out. 3.10.2 Standards and Documentation The local HSE Management System shall be communicated to all related parties, and particularly to all the contractors and their personnel working on the drilling project. Incident reporting responsibilities will be clearly defined and included in the bridging documentation. 3.11 Emergency Planning 3.11.1 Policy Prior to commencement of operations, the Project Manager shall ensure that adequate emergency response procedures are in place and that the competent personnel designated to manage emergency situations are briefed and familiar with emergency response arrangements.

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An Oil Spill Contingency Plan shall be in place prior to commencement of operations and a tiered response available to deal with any potential oil spill at the well site. A suitably detailed Blow Out Response Plan will be in place prior to the commencement of operations. In sensitive locations appropriate security measures shall be in place, including a detailed Evacuation Plan. 3.11.2 Standards and Documentation The drilling contractor will have primacy in the case of an emergency with support as required from the Company. A detailed Emergency Response Plan must be in place and all relevant personnel must be aware of their responsibilities in the event of an emergency. It is the responsibility of the Project Manager to keep Company Management and Client informed of any emergency situation status. The Company and Client management will sanction any and all communication with the public and the media. Documents which must be in place to cover emergency situations include as a minimum: Emergency Response Procedures (defining responsibilities of all relevant parties).

In areas where a potential security risk exists, a detailed Evacuation Plan should be established to be used in the event that the risk to personnel escalates to an unacceptable level. In such an environment, it is usual to contract specialist security advisors, who will monitor the risks to personnel and advise if the Evacuation Plan should be initiated. In the event that the Evacuation Plan is put into action, the priority will be to safeguard personnel. A secondary consideration will be to suspend the drilling operations at a convenient point or with the well safely plugged with temporary barriers in place. 3.12 Risk Assessment 3.12.1 Policy Hazard identification and risk assessment shall form an integral part of well design and operational planning in all Company operations.
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3.11.1 Evacuation Plan

An emergency exercise will be carried out to test lines of communication and procedures in place early in the contract. Following any emergency exercise, there will be a documented debrief and any findings used to upgrade emergency procedures.

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Oil Spill Contingency Procedures.

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Formal risk assessments shall be performed as part of the well planning process and recorded in the well Project Plan and operational programmes. 3.13 Well Handover 3.13.1 Policy All completed wells shall be handed over to the Company or Client department responsible for the next stage in the well lifecycle, in accordance with the Well Handover Procedure, SPD-WEMS-STD-006.

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4.0 4.1

PROJECT SPECIFIC CONSIDERATIONS Legislative Requirements and Approvals 4.1.1 Policy


Compliance with the local legislation and permitting requirements shall always be followed. Where requirements differ between local legislation, Client and Company policy, the more stringent requirements shall be adopted. All permits shall be issued by the relevant authorities prior to commencement of operations. Sufficient time shall be allocated for the preparation of the required permit documentation and to gain the necessary approvals from the relevant authority. All relevant local taxes and or duties shall be fully applied during the course of the project. Importation and exportation regulations shall be fully complied with. All personnel working in country shall have the relevant visas and/or work permits.

Production Sharing Agreement (PSA); Other Exploratory or Development Agreement with National Oil Company or Government; Oil and Gas specific legislation; Tax legislation; Importation, Exportation or Customs legislation; Environmental legislation; Land Acquisition and Planning legislation; Local Labour (minimum local content) legislation. The applicable legislation can have a major impact on both the commerciality of a project in a new area and the time and resources required preparing for commencement of the drilling operations.

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Joint Operating Agreement (JOA);

Licence conditions;

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As specified in the Section 2 of this Well Engineering Management System, it is the responsibility of the Project Manager to ensure that a thorough investigation is conducted into the relevant legislation that is applicable in any new project area. This may be carried out internally within the Company, through the Client legal department or a locally based specialist contractor. The following areas should be investigated, as applicable:

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4.1.2 Local Regulations and Permitting

Local content requirements shall be adhered to.

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The different legislation will dictate what permits are required and which relevant authority will be responsible for approval of the submissions supporting the permit applications. 4.1.3 Approvals Process In many areas, there are a number of permits or approvals that must be in place prior to commencement of operations. It is imperative that the complete list of requirements is known and that the contents for these submissions are understood. The permit documentation needs to be submitted well in advance of the time required for approvals to allow for delays and/or queries and re-submission. It is the Project / Well Construction Manager responsibility to ensure that the relevant authority is consulted at an early stage to determine exactly what is required and how long the process of approval will take. The time for the preparation of the submissions and for the approval process needs to be allowed for in the project planning phase. This can be particularly vulnerable to delay where public consultation is required, for example, in environmentally sensitive areas. 4.1.4 Tax or Withholding

4.1.5 Importation / Exportation Importation and exportation procedures can be extensive and time consuming. Depending on local regulations, the documentation requirements can be exhaustive and the cause of significant delays in the event of missing essential paperwork. The local documentation requirements should be thoroughly investigated and the time scale for processing paperwork fully understood. The contracting of a local agent is usually required to assist in the importation / exportation process. The cost implication of importation both for the processing costs and any duties applied must be allowed for in any budgetary or well cost estimates. This may influence the selection of suppliers particularly for locally available tangible items and services. The exportation process should not be ignored. This will be particularly relevant to contractors who import their equipment for a one-off operation. Where there is exposure to high exportation costs or even difficulty in exporting their equipment at the end of an

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The understanding of application of tax will be an important consideration for all contractors involved in the drilling project. The requirement for locally registered contractor companies and the consequential tax implications should be communicated.

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The application of direct corporate tax or withholding tax will depend on the licence conditions for the project. This must be fully understood and the impact on the well cost must be communicated by the Project/ Well Construction Manager. The decision on whether the well costs estimates and budget estimates should include tax or not, if applicable, should be documented at an early stage.

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operation, guarantees may be required from the Company and / or the Client in the event of significant difficulties with the local authorities. There may be cost implications for equipment or materials that have been imported without duty on the basis that they will be exported at the end of the operation, if this equipment cannot be exported for whatever reason (e.g. drillstring lost down hole). In this case, the costs may be passed onto the Client. 4.1.6 Visas and Work Permits For each international operation, support will be required from expatriate personnel. The full requirements for visas and work permits must be understood. Any local restrictions, such as number of years of applicable experience or numbers of expatriate personnel versus local employees, should be communicated at an early stage in the resourcing process. Any personal tax implication should also be assessed and communicated. This will affect company staff and consultants and contractor personnel and will impact the overall cost of the project. In some areas, it may be cost effective to use remote teams (i.e. not in the country of operations) or personnel working on a rotation system (e.g. 28 days on, 28 days off). This could be because of commercial reasons, visa or work permit restrictions or because of security concerns.

These requirements, if applicable, can often have cost implications. There are also often safety considerations over the use of local contractors who may not be able to attain the required HSE standards adopted elsewhere by the Company. 4.1.8 Commercial and Sanction Restrictions In some countries where operations may be conducted, international regulations or country specific sanctions may be applicable. This may include restrictions on materials and services that can be used in that country. In these circumstances, the choice of contractors may be severely limited and could have both time and cost implications. Awareness of such international regulations and the applicability to the project is essential.

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Many countries stipulate minimum requirements for involvement of local content. This can be in terms of personnel working on a particular project or percentage value of a project or a restriction on the services or materials that can be contracted.

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4.1.7 Local Content

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For long term positions, visa requirements for company employees families need to be considered.

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4.2

Contracting, Tendering and Procurement Requirements 4.2.1 Policy Local contracting process and approval requirements shall be followed for the award of all contracts and procurement of tangible items. 4.2.2 Local Contracting Requirements The contracting process for a new operation is often extensive requiring several manmonths to complete. For many single string ventures, the contracting effort can occupy more than two-thirds of the Well Construction Team resources during the planning phase. For each operation, multiple contracts will need to be placed. Typically, a dedicated Well Contracts Engineer will be employed to support the placement of services and procurement of tangible items. Local contracting requirements are often strictly controlled. This may require approvals from the Client, their partners, national oil companies or government departments throughout the process, which can easily elongate the time required to award a contract. The approval times should be included in the Project Plan. 4.2.3 Delegation of Authority for Expenditure

4.3.1 Policy

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A scouting trip shall be made to each new country of operations to assess the basic logistics constraints and logistics facilities available to support a drilling project. An audit of any potential logistics facility shall be conducted to assess the safety standards and certification of all lifting equipment. All vessels shall be audited by a competent specialist to ensure that corporate and marine standards for safety and operations are attained. Similarly, all aircraft and helicopter or fixed wing service providers shall be audited by a competent specialist to ensure that corporate and international aviation standards for safety and operations are attained. Local road networks shall be inspected to ensure their suitability for transportation of equipment, materials and personnel. All vehicles shall be assessed for their roadworthiness. Appropriate safety restraints and emergency equipment shall be available for all personnel transportation.
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4.3

Logistical Constraints

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The Project Manager and relevant Client Manager need a Delegation of Authority which clearly defines the expenditure authority for each person. The level of authority given to the Project Manager and his delegates must be appropriate to the level of expenditure attributable to the operation.

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All lifting equipment shall be inspected, load tested and certified. All personnel operating lifting equipment shall have the appropriate qualification. Primary and back-up phone and data line communications shall be available between the rig site and operations office. 4.3.2 Weather or Seasonal Considerations An assessment of local weather and seasonal conditions will be made as soon as possible in the life of the project. The following elements will be reviewed to determine whether operations may be restricted to certain times of the year: Rainfall (rainy seasons, road conditions, river state, flood areas, water supply, etc.); Temperature (permafrost conditions, excessive heat, etc.); Metocean wave height, period or current (operating requirements for rigs or boats); Wind (operating requirements for boats or cranes);

For each operation, a Logistics Base Facility is required to manage the movement of materials and equipment. For offshore operations, a vessel handling facility is also required for vessel loading and offloading. Such facilities are usually contracted services and therefore require to be audited to ensure that adequate safety standards are attained. In particular, the certification and maintenance of lifting equipment (cranes, forklifts, slings, etc.) should be assessed and the use of personal protective equipment. In situations where minimum policy standards are not attainable, a full risk assessment should be conducted and mitigating measures employed to ensure operations can be conducted safely. 4.3.4 Local Agent In most areas of operations, it is prudent to contract a local agent to handle the processing of materials movement documentation. This will include importation and exportation paperwork, customs clearance, port fees, pilot charges, personnel movements and visas, etc. Familiarity with local regulations and procedures will allow processing times to be kept to a minimum.

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4.3.3 Local Facilities Assessment

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For each operation, weather forecasting will be provided to assess any restrictions to operations or logistics movements and provide advanced safety planning information for extreme conditions. In high current areas, it is recommended to have a current meter deployed in order to predict high risk conditions.

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Extreme conditions (hurricane or typhoon seasons, monsoon, etc).

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4.3.5 Vessels It is essential that the vessels selected are fit for purpose and able to operate in the majority of the weather conditions in the region. All vessels should be audited by a competent specialist prior to contracting to assess their capabilities for the type of rig and operating conditions. Where appropriate the safety equipment (e.g. fast rescue craft, fire fighting equipment, etc.) must be checked to ensure minimum compliance with corporate, marine and local standards). An on-hire survey is required for each vessel prior to commencement of any logistics support contract. Similarly, an off-hire survey is required at the end of the contract. 4.3.6 Helicopters Helicopter services will be provided by a recognised service provider only. All aircraft to be used will be audited by a competent specialist to ensure that corporate and aviation standards are attained. The service provider will also be audited to ensure adequate management and maintenance procedures are in place. This is particularly relevant for locally based contractors and their aircraft rather than internationally recognised service providers. The full scope of the service to be provided should be fully defined, including back up helicopter, search and rescue capability, night flying capability and medical emergency flight capacity. For offshore operations, the helicopter must be fitted with floating equipment. Additional services such as refuelling, provision of survival suits and check-in (and immigration facility if appropriate) should also be considered.

Where fixed wing aircraft are required to transport personnel to a remote location, the contracting of this service will follow the same strict auditing and technical assessment process adopted for helicopter services. 4.3.8 Land Transportation The local road network conditions must be fully assessed to determine the risks associated with land transport. Road traffic accidents account for a high proportion of all safety incidents and injuries. This is generally a combination of road conditions, vehicle conditions, driving skills and attitude. For many remote land operations, a dedicated road infrastructure is required. This must be constructed to an acceptable standard and is normally contracted to a competent civil engineering contractor under the supervision of a Civil Supervisor. Where the local road network is used, this must be assessed for condition of the road, tunnels and bridges,

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4.3.7 Fixed Wing

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with particular reference to wide or heavy loads. Upgrades to the road network must be conducted as necessary. An audit of local transport contractors vehicles and trucks should be conducted to assess their roadworthiness. Where necessary, additional maintenance procedures should be introduced to ensure that the vehicle breakdowns and potential incidents are minimised. Driver skills and qualifications should be assessed at each location. Additional training should be given and / or speeding regulations or control devices introduced. 4.3.9 Personnel Transportation The safe transportation of personnel is an integral part of logistics support. All personnel transportation modes, including aircraft, vessels and vehicles should be checked for their suitability. Personnel safety restraints and emergency safety equipment should be available where applicable. The safest mode of personnel transportation should be selected where available. Transportation between vessels or rigs should be avoided wherever possible. When moving personnel between a vessel and a rig, a dedicated personnel transfer device should be used. 4.3.10 Lifting Equipment

Contractors should maintain a register of lifting gear and employ a colour coding system to ensure that it is always within certification. All personnel operating lifting equipment, including cranes and forklifts, must have appropriate training and qualifications. 4.3.11 Fuel and Water Fuel supplies should be tested to ensure that the required quality and cleanliness is available. Adequate fuel supply must be delivered to the rig at all times. Fresh water supply must be available to the rig. This may be provided by a dedicated water supply (e.g. water making facility, water well or pumped supply from river) or may be delivered to location by truck or supply vessel. The delivery amounts must be

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Appropriate practices and procedures will be selected to ensure the technical integrity of equipment designed for lifting, moving or handling materials and personnel. A system of examination frequency, certification validation and equipment traceability for lifting appliances and lifting gear will be established for each project. A specialised inspection / audit contractor (as a preferred contractor) will be selected who can conduct independent inspections / audits of lifting and handling gear on behalf of the Company to ensure that drilling and logistics contractors comply with the appropriate standards.

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adequate to allow for rig consumption and downhole conditions, particularly where heavy losses are anticipated. Potable water supply must be maintained at all times. The cleanliness of water supply must be ensured at all times. The impact on the local community must be minimised, both in terms of the amount of water taken from any local supply and the disposal of waste water in the region. 4.3.12 Local Hire Personnel and Training For many operations, local personnel will be contracted to perform manual labour tasks. Appropriate training in the local language should be given to ensure that adequate instruction is available and minimum safety standards can be applied. 4.3.13 Communications and IT Support Installation of a communications network will depend on local infrastructure and the local telecommunications legislation framework. All effort should be made to ensure a safe and reliable system is in place. Ideally, the following communications and IT set up should be installed by a specialist contractor: Office and rig based Local Area Network (LAN); Direct data communications between rig and office (e.g. via VSAT); Direct phone line connection between rig and office (e.g. via VSAT or land line if reliable); Office and rig email and internet connection;

Sufficient hardware and software for day to day operations support;

4.4

Security and Personnel Safety 4.4.1 Policy The Company Security Policy will be adhered to at all times. Security measures, support and contingency plans shall be in place in accordance with the risks and threats of the country of operations.

Rev - A

Back-up and file recovery systems available at the office and rig; IT support available locally at short notice; Mobile phones provided for all personnel on 24 hour call or emergency response duty.

N C

Back-up phone line connection between rig and office (e.g. Inmarsat or Thuraya satellite lines);

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4.4.2 Security Advice and Support Within the framework of the Company Security Policy a hazard identification and risk assessment should be carried out for all locations and operations to identify any potential source of threat (e.g. terrorists, criminal activity, civil unrest, etc) and applicable hazard (e.g. kidnap, theft, bomb threat, etc). It is essential that such an assessment is based on up-to-date information, and this should be sought from informed sources such as: Company staff and consultants with recent experience in the area; Established security consultants; Government departments i.e. the Foreign Office; Other oil and gas or associated service companies present in the area. Based on the results of the risk assessment, appropriate arrangements should be put into place including pro-active measures (e.g. awareness briefings, security guards, use of community liaisons etc.) or reactive measures in the form of established contacts and contingency plans for Medivac, Arrest and detention, Kidnap and extortion, or Evacuation of personnel. The assistance of established security consultants in implementing such arrangements should be considered. Their local personnel can advise on procedures and contacts, and assist in screening local companies or personnel. Consideration should be given to the extent to which contractors should be required to provide their own security cover or, alternatively, the extension of some Company arrangements to cover contractors. Personnel should be briefed prior to moving to an area with potential security risks. This briefing should include likely hazards, how to avoid or minimise them, how to react if the worst happens and the importance of notifying their movements to others. Once arrangements have been established and personnel are in place, implementation of security risk mitigation and measures should be continually monitored. Exercises should be run to test the contingency and evacuation plans. Such plans should address when non-essential staff and dependants should be evacuated, when remaining expatriate staff should be evacuated and what operations can continue if all expatriate staff are evacuated, etc. 4.4.3 Personnel Relocation and Rotation The personnel structure and organisation will depend on the security risks and threats of the country of operations. If necessary personnel may be placed on rotation (usually 28 days in country and 28 days off) on a single status to avoid risks to families and allow rest and recuperation away from a harsh environment. This will, of course, require a
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doubling of office based personnel. Alternatively, the operations office may be located in a different country to that of the operations, as long as logistics can be adequately managed and this is permissible under the licence conditions. 4.5 Operating Considerations 4.5.1 Policy Local drilling practices shall be reviewed for compliance with Company and Client standards and adopted if appropriate for the wells to be drilled. The English language shall be the primary language used for communications for all international operations. The use of new drilling practices and technologies shall be considered if available in the local area and cost justifiable. 4.5.2 Local Knowledge and Practices Every effort should be made to gain as much information as possible into Well Construction practices adopted in the region and reasons why such practices are used if different from standard operating procedures. A detailed offset review should be conducted, including meetings with the local drilling contractors, service companies and other operators.

4.5.4 Technology Availability In certain areas, the availability of new technological advances in drilling practices may be limited due to lack of demand, costs or commercial restrictions. New technologies should always be considered, but if these prove to be prohibitively expensive or logistically unavailable, then more conventional technologies will be used.

Rev - A

N C

The language for all international operations is English. However, in areas where English is not widely spoken, it is likely that interpreters will be required at the well site to aid communications between the company supervisors and rig personnel. It is recommended that the major documents, such as drilling programme and emergency response procedures are translated into the local language.

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5.0 5.1

MANAGEMENT OF OPERATIONS Operational Programme 5.1.1 Policy The content of the Operational Programme (Drilling, Well Testing, Completion, Abandonment) shall be sufficient to ensure that operations are conducted in the most safe and efficient manner. The programme shall include contingency plans for the operations that have potential to deviate from the base plan. An Operational Programme shall be prepared for all Well Constructions operations, based on the Well Design Document, on the relevant data available and on the best available practices and personnel expertise. The Operational Programme shall be approved by the appropriate senior operations person prior to the commencement of the operations. The responsible party for the preparation of the Drilling Programme is the Drilling Engineer. The Operational Programme is a controlled document, and shall be distributed with discretion but made available to all those with direct responsibility or operational input. All amendments shall be distributed to the same list.

5.1.2 Standards

Contingency planning is preferred to programme amendment whenever possible. For this, all the most likely situations that may arise which can deviate from the Programme are identified, and contingency plans for these situations are included in the Operational Programme. As an example, if a sidetrack is likely to occur, plans and means to do the sidetrack will be considered in the Drilling Programme as a planned contingency. 5.2 Operational Practices 5.2.1 Policy Good Operational practices shall be adopted during well construction operations performed by or on behalf of the Company. These practices shall be discussed and agreed with the drilling contractor to ensure that there are no conflicts, prior to operations commencing.

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The Operational Programme shall use units consistent with field usage and reporting. Programmes will be originated and checked by competent well engineers, but only the Project / Well Construction Manager has authority for approval.

TR

The operational programme shall be in the English language.

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It is essential that each Programme complies with all relevant local government regulations and guidelines. Also, all Programmes shall comply with Company policies.

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Expectations of the Company shall be clearly communicated to the drilling contractors personnel at the well site by means of written work instructions. The operations shall be conducted in accordance with the principles stipulated in the Well Control Standard, SPD-WEMS-STD-012, Well Design and Construction, SPD-WEMS-STD-001 and any other relevant company policy. The operations shall be carried out in compliance with all regulations of the host country and with all accepted international standards. 5.2.2 Standards and Procedures For each Well Construction operation, the relevant Operational Programme will describe the standards and procedures to be followed. For larger scale operations, standard operating practices may be documented in a general Programme. To ensure compliance with Company policies, the drilling contractors Well Control Manual and Operations Manual documentation shall be reviewed and any deviation in general practices shall be addressed in the Operation Specific Bridging Document.

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6.0 6.1

WELL PROJECT CLOSEOUT Policy All Company operations shall be managed with the aim of learning throughout the planning and execution processes. The Project Manager is responsible for ensuring that a learning organisation is in place, and that all relevant information is captured and distributed to the entire Well Construction organisation.

6.2

End of Well Report An End of Well Report (EOWR) should be prepared for all wells and should be issued in a timely manner, normally within thirty days after the end of the well. The EOWR should contain the following information: Well information summary: location; rig; contractor; operator; timing; basic well bore configuration schematic. Operational description phase by phase. Time analysis. Final cost breakdown. Performance summary.

6.3

Campaign Report For each Well Construction project, a Campaign Report should be written which summarises the management issues of the project. This report should capture all dos and donts for a particular area or type of well. The Campaign Report should contain the following information:

Rev - A

Detailed well status diagram (completion / abandonment). NPT and summaries of time analyses should be added as an appendix to the EOWR. Analyses of downtime for the well, including root causes. Suggestions for future improvements and initiatives should be included as lessons learnt.

N C

Records for surveys, pressure testing, coring, logging, testing and completions (from service contractor reports).

Detailed/dimensioned wellhead/guidance structure drawing for suspended wells.

TR

Casing, cement, mud, bit records.

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Time versus depth curves.

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Introduction, key dates and deliverables. Project resourcing and personnel relocation. Project management system and project plan (plan versus actual). Communications with management, asset team, partners and contractors. Drilling office set up and organisation. Contracting strategy, process, rig selection and procurement. HSE management, emergency response and performance. Well planning and design. Logistics organisation, base facilities, vessel, land transport and helicopter support, materials tracking and inventory control. Operations execution summary. Financial control, cost monitoring, invoice processing and financial reporting.

6.4

Lessons Learned Reporting

6.5

Materials Reconciliation For each well, a reconciliation of all materials is required and where appropriate, transferred materials should be allocated to a new well or project. This reconciliation should include a review of materials despatched, returned, consumed, damaged or lost. Any major discrepancy must be accounted for. This information will be required for a final cost calculation for the well.

6.6

Financial Reconciliation The well cost will be monitored on a daily basis against known costs. Some costs will be estimated rather than precise amounts (e.g. allocated costs for logistics support shared with other departments). A final well cost estimate should be produced within 28 days

Rev - A

The lessons learned should be reviewed prior to writing any subsequent operational programme and applicable improvements incorporated in the latest programme.

N C

The lessons learned record should be a live document that is easy to use both for recording good practices or improvements to procedures and to search for information relating to a certain subject or hole section.

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Every well operation should document lessons learned, including good practices adopted. All personnel should be encouraged to participate in reporting problems encountered whether resulting in downtime or not in an effort to capture potential improvements to the well delivery process.

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Decision-making process. Summary of the key decisions taken, with the alternatives discarded. Evaluation of the performance of the decision.

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of completion of the well. This should be compared with the AFE well cost estimate and any major discrepancy between account codes fully explained. A full financial reconciliation of actual well costs should be made compared with the well AFE and final well cost estimate, once all invoices have been settled. Again, any major discrepancies should be fully explained and appropriate changes made to the well cost estimating input data. 6.7 Document Control All documents produced during the drilling project should be allocated document numbers and a full record should be maintained. A copy of each document, report, email, letter and fax communications should be retained, preferably in an electronic format. A copy of the entire electronic filing system incorporating all documentation should be sent to the Company head office for storage on the server at the completion of the project. Hard copies should be retained in the local office until such time that there ceases to be an operational presence, when all documents should be sent to head office for archiving.

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