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

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

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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 Alpha Nevis 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

• ur 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 months Setting 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

Q1 Q4 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

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3 zone smart completion

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

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

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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