HAMISH WESTWATER – PROJECTS GROUP MANAGER

1. Introduction

2. Beryl Hub / Garten Opportunity

3. The Leadership Challenge

4. Critical Success Factors

Culture & Leadership – Setting the Expectation

Early Stakeholder Engagement – Challenging the Norm

Fit for Purpose Design / Collaboration

5. Meeting The Challenge - Accelerated Schedule

6. Delivering The Scope - Facilities

7. Final Outcome – Key Lessons Learned

INTRODUCTION / AGENDA

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Beryl area lies in the UK North Sea around 200 miles NE of Aberdeen in blocks 9/13, 9/18 & 9/19

Beryl First Production in 1976

Acquired by Apache 2011

In excess of 230 Development Wells (47 subsea wells) in total

Garten (6km SE of Beryl A)

Discovery Well - March 18

First Production – Nov 18

BERYL HUB / GARTEN FIELD

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Beryl Bravo

Beryl AlphaNevis

Ness

Buckland

Storr

Callater

Garten

Skene

GARTEN PROJECT – THE CHALLENGE

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Pre-Drill, Garten Schedule was to deliver First Production end Q1 2019

However, significantly better than expected wellbore logs brought around a challenge to accelerate production into Q4 2018 and maximise value to Apache

Culture & Leadership

Set clear expectations

Facilitate approvals

Empower the team

Challenge The Norm

Identify critical path

Challenge history

Ask what can be done to accelerate

Early Stakeholder Engagement

Identify Stakeholders that

can influence schedule

Explain Challenge and work

together to deliver

Fit For Purpose Design /

Collaboration

Utilise existing design

Don’t optimise the unknown

Trust the Supply Chain

GARTEN PROJECT – CRITICAL SUCCESS FACTORS

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Culture & Leadership – Setting the Expectation Clear Leadership and expectations communicated from the Management Team

All in-house Functions co-located and empowered to act – Apache Core Values

Operations and Projects working closely together to deliver change – Operational Excellence

Working Managers

Decisive, Invested

and Committed

Fire in the Belly

Sees the Big Picture and Translates into Action

Best Answer

Wins

Communicates Effectively

GARTEN PROJECT – CRITICAL SUCCESS FACTORS

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Early Stakeholder Engagement – Challenge the Norm

Review of the Critical Path identified many Stakeholder activities out with Apache’s direct control but within our sphere of influence:

Commercial CTIA

Commercial TPOSA

FDP/ES Submission & Approval

PWA Approvals

Safety Case Update

By engaging early and challenging the norm with the Regulatory Bodies and our Partners, we successfully changed timelines and ways of working to accelerate all critical path approvals:

Commercial CTIA

Commercial TPOSA

FDP/ES Submission & Approval

PWA Approvals

Safety Case Update

All negotiated and approved in < 8 monthsSetting a new benchmark

(In many cases, Approval times vastly accelerated)

GARTEN PROJECT – CRITICAL SUCCESS FACTORS

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Fit For Purpose Design - Collaboration Tried, Tested and Trusted Supply Chain - Utilising in place Service Agreements

Exploit trusted relationships and Asset knowledge (Existing proven design)

Maximise responsiveness and reactiveness

Highly Optimised schedule prepared including multiple parallel scopes and approvals

MEETING THE CHALLENGE - ACCELERATED SCHEDULE

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ACTIVITY

Garten Development

Appraise CP2

Topsides & Subsea FEED Complete CP3

Post Drill Basis of Design Issue

Drilling and Completion

Commercial CTIA

Commerical TPOSA

FDP/ES Submission

FDP/ES Approval

PWA Approvals

Detailed Eng & Des

Proc & Fab [inc. Long Leads]

Topsides Construction CP4

Subsea Installation CP4

Commissioning & Start-Up CP5

First Oil

Project Close Out

2017 2019

Q1Q4 Q2

2018

Q1 Q3 Q4

Milestone

DELIVERING THE SCOPE - FACILITIES

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FINAL OUTCOME / LESSONS LEARNED

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Outcome: Discovery to First Production in < 8 months

3 zone smart completion

Subsea well tied back through Buckland bundle (utilising existing infrastructure)

Production re-routed from A6 to E4 riser (utilising existing infrastructure)

Topsides designed to deliver minimum 15mbd with potential upside of 25mbd via twin flowlines to existing platform infrastructure

Project future proofed for future production wells and water injection once reservoir characteristics known and fully understood

Key Lessons: Possible to Maximise Value by accelerating production

Historical Norms (internal and external) can be challenged and improved

Design to the P50 case and where possible use existing infrastructure and standardise where possible

Put Trust in your team and Trust the Supply Chain