Risk Register and Action Tracking Sheet for E&P Projects

This workbook is the property of BP Exploration. It has been designed to fulfil the minimum specifications of the

Quick Start
Enter data in: 1. SETUP Enter risk categories & personnel. Customise the Probability-Impact Grid 2. REGISTER Describe and analyse project risks and opportunities 3. ACTIONS Define and track actions in response to risks The grey-tabbed worksheets contain output only Cells like this are for typing in free text Cells like this are also for free text, but contain useful default values Cells like this have pull-down menus (which you can customise) Cells like this are protected because they contain calculations

Initial Workbook Setup

Use this workbook for tracking your project risks (threats and opportunities) and the actions which result. To prepare the workbook for use in your project, complete the following steps: 1. Clear the example entries from the REGISTER and ACTIONS sheets (only clear columns with yellow and blue headers) 2. Fill in the Project Name at the top of the REGISTER sheet. 3. Customize the SETUP sheet as follows: (a) Decide which quantifiable measures of project impact (eg Cost, Schedule, Reserves) you are going to use, and enter th (b) In cells C14 to C20, input the total Project Cost, Duration etc. (c) In cells D14 to D20, enter the percentage of Project Cost, Duration etc. above which the impact of a risk will be defined (d) In cells G5 to G22, enter the "Categories" you will use to classify your risks. Give each one a short abbreviation and ind (e) In cells M5 to M54, list the project personnel (or job positions) who will play a formal role in the risk management proces (f) For each person, indicate whether they can: (i) Own, Accept or Update risks in the Register, (ii) be responsible for carry (g) If you wish, you can change the titles and definitions in the olive cells to match your local definitions.

Inputs and Outputs

Enter and analyse your risks in the REGISTER sheet. The "Data Check" column will show "Error!" when the REGISTER entri Tip: When analysing risks as a team, it may be useful to give each team member a print out of the Reference Sheet To enter an action, type the risk number into column A in the ACTIONS sheet, then enter the action details. Outputs are as follows: (a) "Pre-PIG" and "Post-PIG" matrices show the Probability-Impact grid before and after risk response. (b) "Boston Square" or "Risk Manageability Matrix". Each matrix can be toggled between 9 and 20/30 risks-per-cell using the "Expand" and "Shrink" macro buttons. If a matrix cell has more risks than spaces, the number of risks not shown will appear in the bottom right space. The matrices will show only risks from categories for which "Show?" is set to "yes" in column I on the SETUP sheet. (c) Charts - a simple breakdown of risks and actions (d) "Print" Summary. This is a fixed-format summary of the full Register worksheet, suitable for printing.

Protection Simplifying & Customizing the Register

The workbook is protected against inadvertent changes, but can be unprotected using Tools->Protection->Unprotect Sheet. B The AutoFilter buttons at the top of the columns in the REGISTER and ACTIONS sheets won't work while the sheets are pr

Most risk management processes don't require an entry in every column of the REGISTER and ACTIONS sheets. You can hide optional columns using the Group (-) buttons at the top of each sheet. Clear the contents of each column You can also hide sheets you are not using (eg. the "Boston" or "Post-PIG" sheets). You can enlarge matrix cells as follows: Tools->Protection->Unprotect Sheet, select cell columns, Format->Column->Width. T To avoid empty columns on the "Print" report, use the Tools-Protection-Unprotect Sheet command, and hide any unused colu

Importing data from Common Process on-Line (CPoL)

If you prefer to manage you risks within CPoL, you can still use this workbook to produce Risk Matrix outputs. Instructions are

Feedback on this workbook and requests for enhancements are always welcome: Facilitating a Risk Management Meeting Initiate Get familiar with the tool (eg. Risk Register) you are going to use to record the session. Plan the session by dividing it into distinct sections (Identification; Analysis; Response) Consider adding a section on Opportunities. At the start of the session, explain to the team:
o The deliverable (eg. a Register populated with identified and analysed risks) o The scope of the risks (eg. drilling, D&C, wells, project, technical, HSE etc.) o How much time youve got, and how it will be sub-divided Consider appointing a time-keeper.

Identify If you have written inputs (eg. a risk register from a similar project), choose your moment for introducing the Use a combination of techniques, eg:
o Start with five minutes for individuals to write down risks o Brainstorm risk headings (eg. rig, personnel, well planning, operations, security etc). o Work through headings in turn. Help the team define events, not outcomes o Risk event template: Event X may happen, causing an impact on Y. o Bad risk: Completion cost overrun o Good risk: Inadequate completion cost estimate causes cost overrun Dont let the team get sidetracked into analysis or response.

Assess If you havent done it already, agree cost and schedule impact levels with the team Clarify the risk acceptability criteria with the team (eg. Risks rated <High> or <Very High> after response c Put the probability / impact definitions on a hand out and explain them Stress that this phase is a means to an end prioritisation. Dont overwork it. Agree the basis for pre-response analysis. Some variation of business as usual usually works. Agree impact level before probability. It is easier to assess probability of the risk event resulting in a given i Consider assigning a manageability to each risk. This will help with prioritisation. Respond Work the most highly rated risks first. Dont expect to have time to discuss every risk On a first pass, assign each risk an owner. On a second pass, define actions. Explain that risk owners are responsible for:

Developing the action plan and ensuring its execution Monitoring the risk and reporting on it at future meetings For highly rated risks, dont be satisfied with a single action - define a variety of actions which reduce the ris Set meaningful due dates for actions by when are they really required ? The post-response analysis & rating is really only to close the process, so dont sweat it:

Are you planning to reduce the probability, the impact, or both ? Will the reduction be a little (one square) or a lot (two squares) ?

Control Agree how the team will keep the risk register up-to-date between meetings. Agree the date, subject and attendance for your next meeting. Make the risks visible put them on a poster and put it on the wall. Learn Make a note of:
o o o o what worked and what didnt what were the sticking points people who should have been present and werent, and vice versa things you could have done before the session to better prepare yourself or the team.

If youve got something to share about your process, share it with Hugh Williamson, D&C Risk Managemen

For a synopsis of Risk Management best practice as it applies to wells projects, go to the

Version 8.04
Risk Management Guidelines for Major Projects

um specifications of the

lity-Impact Grid

with yellow and blue headers)

you are going to use, and enter these in cells A14 to A20.

e impact of a risk will be defined as "Very High". one a short abbreviation and indicate whether you want to show these risks on the matrices. le in the risk management process. Put their initials in the "Abbrev." column. gister, (ii) be responsible for carrying out or providing assurance on actions. match your local definitions.

Error!" when the REGISTER entries don't correspond to the entries in the SETUP sheet. of the Reference Sheet e action details.

sk response.

d "Shrink" macro buttons. n the bottom right space. olumn I on the SETUP sheet.

e for printing.

->Protection->Unprotect Sheet. Be sure to re-protect the sheet when you have finished your edits. won't work while the sheets are protected : unprotect, then filter, then re-protect.

STER and ACTIONS sheets. ear the contents of each column before you hide it.

mns, Format->Column->Width. The default column width is 10. mmand, and hide any unused columns.

sk Matrix outputs. Instructions are on the "From CPoL" worksheet.

s welcome:

Hugh Williamson, EPTG Sunbury

our moment for introducing them carefully you want to stimulate, not stifle, the discussion.

<Very High> after response cannot be accepted by the team and must be escalated).

sual usually works. sk event resulting in a given impact

of actions which reduce the risk in different ways (probability, impact, contingency etc)

or the team.

mson, D&C Risk Management Specialist.

D&C Risk Management website

Risk Register for Project: Macondo General

R/O no. 1 2 Data Risk Chec or k Opp. OK OK T T Category NDS NDS Risk/Opportunity Name Well Control Complex overburden Event Description / Impact Potential well control problem: risk of losing the wellbore in an uncontrolled situation Multiple shallow water flow units, faults & potential gas. Drilling into pressure ramps unexpectedly or without proper mud weight or shoe test can cause a kick, fluid loss, and stuck pipe which lead to possible loss of hole section and/or well. Kicks identified in the offsets. Drilling through any salt/sediment interface may encounter problems with shales sloughing/slumping into the well bore Owner Mark Hafle Craig Scherschel Marty Albertin

Last Updated:

20-Jun-09

Last Update
Risk Status Accepted Accepted Actions 0 By Mark Hafle Mark Hafle Date 17-Jun-09 27-Apr-09

Pre-Response
Impact Type Cost Cost Impact Level Medium Medium Prob. Moderat e Low Moderat e Manageability High Medium Rating Mod. Low Impact Type Cost Cost

Post-Response
Impact Level Medium Medium Prob. Moderate Very Low Rating Mod. V. Low Notes Casing program design to mitigate issues. Picked the best location to mitigate the risk.

OK

NDS

PP/FG uncertainty

Accepted

Mark Hafle

27-Apr-09

Cost

Medium

High

Mod.

Cost

Medium

Low

Low Primarily a risk with salt exit. We chose a location without salt. EPTG wellbore stability study to determine if minimum MW will cause wellbore breakout / instability. We are aware of it and will monitor the situation while drilling. This entails sidetracking the well. Conditioning trip will be made prior to running casing. Weight vs. depth will be monitored to help decision in pulling casing. Decision tree on way for

OK

NDS

Wellbore stability

Mark Hafle

Dormant

Mark Hafle

27-Apr-09

Cost

Low

Low

Medium

V. Low

OK

NDS

Tight hole, stuck pipe

Offset well (Rigel) encountered problems with stuck pipe at 8900'.

Mark Hafle

Accepted

Mark Hafle

27-Apr-09

Cost

Medium

Low

Medium

Low

Cost

Medium

Low

Low

OK

NDS

Mass Transport Deposits (MTD)

OK

NDS

Reduced wireline program

Can be shallow water flow units when buried deeper than about 500 ft in deepwater settings, may be over pressured. May have quite variable soil properties. Not ideal strata to set casing shoe. Evaluate the setting depth of csg shoes with respect to the depth of MTDs identified geophysically and in offset wells. Have pump and dump mud ready to kill SWF while drilling riserless. Loss of data or limited data collection as a result of well problems or borehole environmental conditions. Lost circulation indentified in the offsets. Risk to time and cost.

Binh Van Nguyen

Accepted

Mark Hafle

13-May-09

Cost

Low

Low

Medium

V. Low

Cost

Low

Low

V. Low

Identified them and are aware.

Team

Accepted

Team

13-May-09

Schedule

Medium

Low

High

Low

OK

NDS

Lost Circulation

Mark Hafle

Active

Mark Hafle

17-Jun-09

Cost

Low

Moderat e

Medium

Low

OK

NDS

Narrow PPFG window

Isabela had a narrow PPFG windows (Miocene): if mud weight and hole conditions are not monitored carefully the well may begin to experience substantial losses to the formation or the well may flow back

Marty Albertin

Accepted

Mark Hafle

17-Jun-09

Cost

Medium

Moderat e

High

Mod.

Cost

Medium

Moderate

Mod.

Talking just about the M56. Loss circulation is possible with narrow PPFG window. Keep mud weight on the light side and have a robust loss circulation contingency plan in place. Keep MW as close to PP as possible. Two contingency strings are available if necessary: 9-3/8 liner and 7 liner. Use LWD tool if possible to get real time pressure samples. Have a Hurricane plan which is updated daily during Hurricane season with T-times and other requirements needed to secure the well. Suspending before peak hurricane season. Our location is further North. Several mitigations in place should the event occur. Set 28 for isolation, gain formation integrity to allow Fast drill process through 22 section. Set 22 casing above Horizon 50 sand package to have BOP nippled up prior to crossing sand with SGF potential. 28 and 22 will be foam cemented. 28" for added support. Gumbo in the offsets. Monitor pressures. Spot Stress Cage material prior to running casing. Have 16 casing patch contingency available. Doing some PM's while the BoP is on the surface. Good get some new equipment vesus refurbished if things go long. Numerous simulations show expandable is only option. The sands will be stress caged and fit for purpose cementing design will be used with low circulating rates will be used to keep ECDs below fracture pressure. Fit for purpose BHAs designed for each hole section incorporating DW GoM SPU lessons learned. Rich Miller in EPTG did a well specific design to mitigate APB issues. This well design incorporates three 16 rupture disc subs. Steve Wilson does not see any compaction risk at the Isabela location. Any compaction would be late in life due to reservoir drawdown.

10

OK

11

OK

NDS

Hurricane

Hurricanes and storms often exceed tolerances, and the rig must unlatch and move to safer conditions.

Team

Accepted

Mark Hafle

20-May-09

Schedule

Medium

Moderat e

Low

Mod.

Schedule

Medium

Moderate

Mod.

12 13

OK OK

T T

NDS NDS

Loop and Eddy currents Hydrate buildup on wellhead / connector

Loop and eddy conditions occur almost throughout the year in many GoM deep water areas. Delays caused by high current velocities can be very costly. Potential for hydrate buildup around connectors preventing unlatching.

Team Mark Hafle

Accepted Accepted

Mark Hafle Mark Hafle

20-May-09 20-May-09

Schedule Schedule

Medium Low

Moderat e Low

Low High

Mod. V. Low

Schedule Schedule

Medium Low

Low Low

Low V. Low

14

OK

NDS

Shallow water/gas flows

Uncontrolled shallow water and gas flows prior to riser installation could undermine and crater the drill center. See complex overburden

Mark Hafle

Accepted

Mark Hafle

20-Jun-09

Cost

High

Low

High

Mod.

Cost

High

Low

Mod.

15 16 17

OK OK OK

T T T

NDS NDS NDS

Lost drill center/respud Gumbo Attack Shallow depletion

Wellhead Subsidence, stuck pipe, surface fracture, TOS rubble zone: potential risk for collapse/squeezing of all conductors Gumbo due to pump and dump. Evaluate potential for depleted zones.

Mark Hafle Mark Hafle Marty Albertin

Accepted Accepted Accepted

Mark Hafle Mark Hafle Mark Hafle

17-Jun-09 17-Jun-09 20-May-09

Cost Cost Cost

High Low Medium

Low Moderat Low

High High Medium

Mod. Low Low

Cost Cost Cost

High Low Medium

Very Low Moderate Low

Low Low Low

18

OK

Planning

BOP Issue

Potential for the BOP stack to cause NPT on the well.

Trent Fleece

Accepted

Team

17-Jun-09

Schedule

High

Low

Medium

Mod.

Schedule

High

Low

Mod.

19

OK

Planning

Zonal Isolation

Risk of a good cement job on the 9-7/8 Production String

Mark Hafle

Active

Team

17-Jun-09

Cost

Medium

Moderat e

High

Mod.

20

OK

Planning

Shock & Vibration

Risk of down hole tool failures due to shock and vibration.

Mark Hafle

Accepted

Team

17-Jun-09

Cost

Medium

Low

High

Low

Cost

Medium

Very Low

V. Low

21

OK

Planning

Annular Pressure Build-up

Risk of casing failure during the production phase of the well.

Mark Hafle

Accepted

Mark Hafle

17-Jun-09

Production

High

Low

Medium

Mod.

Cost

High

Low

Mod.

22

OK

Planning

Compaction

Casing failure late in life due to reservoir compaction.

Mark Hafle

Active

Mark Hafle

17-Jun-09

Production

Low

Very Low Low

Low

V. Low

23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200

OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK

Planning

Expandable Issues

Risk of tubular exspansion failure.

Mark Hafle

Accepted

Mark Hafle

17-Jun-09

Cost

Medium

Medium

Low

Cost

Medium

Low

Low

Risk Action Tracking for Project: Risk / Opportunity

R/O no. Risk or Opp. Category Risk Name

Macondo

Today: 12-Apr-13

Action
Description Responsible Due Date Status

Assurance
By Date

Notes

Pre-Response Probability-Impact Grid for: Macondo Very High

Date

12-Apr-13

NDS.14 Shallow water/gas flows

NDS.15 Lost drill center/respud Plan.21 Annular Pressure Build-up

High

Impact Level

Plan.18 BOP Issue

Medium

NDS.2 Complex overburden NDS.7 Reduced wireline program

NDS.5 Tight hole, stuck pipe NDS.17 Shallow depletion

Plan.20 Shock & Vibration Plan.23 Expandable Issues

NDS.1 Well Control NDS.9 Narrow PPFG window

NDS.3 PP/FG uncertainty NDS.11 Hurricane

NDS.12 Loop and Eddy currents Plan.19 Zonal Isolation

Plan.22 Compaction

NDS.4 Wellbore stability NDS.13 Hydrate buildup on wellhead / connector

NDS.6 Mass Transport Deposits (MTD)

NDS.8 Lost Circulation

NDS.16 Gumbo Attack

Low

Very Low

Low

Moderate

High

Frequency / Probability
V. High Mod. Risk must be reduced or eliminated. ALARP : Reduce risk where cost-beneficial.

High V. Low

ALARP : Reduce risk wherever practical. Risk broadly acceptable. No action required.

Boston Square: Macondo V. High

Date

12-Apr-13

(Pre-Response) Risk Rating

High

Mod.

NDS.11 Hurricane

NDS.12 Loop and Eddy currents

Plan.18 BOP Issue

Plan.21 Annular Pressure Build-up

NDS.1 Well Control NDS.9 Narrow PPFG window

NDS.3 PP/FG uncertainty NDS.14 Shallow water/gas flows

NDS.15 Lost drill center/respud Plan.19 Zonal Isolation

Low

NDS.2 Complex overburden NDS.8 Lost Circulation

NDS.5 Tight hole, stuck pipe NDS.17 Shallow depletion

Plan.23 Expandable Issues

NDS.7 Reduced wireline program Plan.20 Shock & Vibration

NDS.16 Gumbo Attack

V. Low

Plan.22 Compaction

NDS.4 Wellbore stability

NDS.6 Mass Transport Deposits (MTD)

NDS.13 Hydrate buildup on wellhead / connector

Low

Medium

High

Manageability

Post-Response Probability-Impact Grid for: Macondo Very High

Date

12-Apr-13

NDS.15 Lost drill center/respud

NDS.14 Shallow water/gas flows Plan.21 Annular Pressure Build-up

Plan.18 BOP Issue

Impact Level

High

Medium

NDS.2 Complex overburden

Plan.20 Shock & Vibration

NDS.3 PP/FG uncertainty NDS.12 Loop and Eddy currents

NDS.5 Tight hole, stuck pipe NDS.17 Shallow depletion

Plan.23 Expandable Issues

NDS.1 Well Control NDS.11 Hurricane

NDS.9 Narrow PPFG window

Low

NDS.6 Mass Transport Deposits (MTD)

NDS.13 Hydrate buildup on wellhead / connector

NDS.16 Gumbo Attack

Very Low

Low

Moderate

High

Frequency / Probability
V. High Mod. Work cannot proceed. Review within team before proceeding.

High V. Low

Obtain external review and management approval. Manage for continuous improvement. Be alert to changes.

Risk* Summary for: Macondo

Date

12-Apr-13

* includes opportunties
No. of Risks* by Category
0 HSSE Planning Sidetracking Salt Interval Salt Exit Sub Salt Coring Evaluation PPFG Weather/Loop Csg & Cmtng Well Control Rig Equipment DWOP BHA/DH Equip Initial Ops Well Exit Ops NDS 5 10 15 20 Chuck Bondurant Donald Charles Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson 0.5 1

Risk* Ownership and Actions

0 2 4 6 8

Risks Owned Actions

10

12

14

No. of Risks* by Category

0 Country & Reg. Market & Comm. H, S & E Tech. Challenge Defn. & Complexity Oper'ty & Ramp-up

No. of Risks* by Rating

0 V. High High Mod. Low V. Low 4 4 0 0 0 0 6 7 8 5 10

Pre-Response Post-Response

15

10

No. of Risks* by Status

0 Active Dormant Accepted Closed 5 10 15 20

Risk Register for Project:

Macondo
Risk Description

Date: 20-Jun-09

VH

Pre-Response
Manageability Impact Level Impact Type Risk Status

Post-Response Accept?
Impact Level Impact Type

Risk / Opport.

Rating

Rating

Actions

Owner

Risk #

Prob.

Prob.

Category

Risk Name

Event Description / Impact

1 2 3

T T T

NDS NDS NDS

Well Control Complex overburden PP/FG uncertainty

Potential well control problem: risk of losing the wellbore in an uncontrolled situation Multiple shallow water flow units, faults & potential gas. Drilling into pressure ramps unexpectedly or without proper mud weight or shoe test can cause a kick, fluid loss, and stuck pipe which lead to possible loss of hole section and/or well. Kicks identified in the offsets. Drilling through any salt/sediment interface may encounter problems with shales sloughing/slumping into the well bore Offset well (Rigel) encountered problems with stuck pipe at 8900'. Can be shallow water flow units when buried deeper than about 500 ft in deepwater settings, may be over pressured. May have quite variable soil properties. Not ideal strata to set casing shoe. Evaluate the setting depth of csg shoes with respect to the depth of MTDs identified geophysically and in offset wells. Have pump and dump mud ready to kill SWF while drilling riserless. Loss of data or limited data collection as a result of well problems or borehole environmental conditions. Lost circulation indentified in the offsets. Risk to time and cost. Isabela had a narrow PPFG windows (Miocene): if mud weight and hole conditions are not monitored carefully the well may begin to experience substantial losses to the formation or the well may flow back Hurricanes and storms often exceed tolerances, and the rig must unlatch and move to safer conditions. Loop and eddy conditions occur almost throughout the year in many GoM deep water areas. Delays caused by high current velocities can be very costly. Potential for hydrate buildup around connectors preventing unlatching. Uncontrolled shallow water and gas flows prior to riser installation could undermine and crater the drill center. See complex overburden Wellhead Subsidence, stuck pipe, surface fracture, TOS rubble zone: potential risk for collapse/squeezing of all conductors Gumbo due to pump and dump. Evaluate potential for depleted zones. Potential for the BOP stack to cause NPT on the well. Risk of a good cement job on the 9-7/8 Production String Risk of down hole tool failures due to shock and vibration.

MH CS MA

Accptd Accptd Accptd

0 0 0

Cost Cost Cost

M M M

M L M

M L M

H M H

Cost Cost Cost

M M M

M VL L

M VL L

4 5

T T

NDS NDS

Wellbore stability Tight hole, stuck pipe

MH MH

Dorm. Accptd

0 0

Cost Cost

L M

L L

VL L

M M
Cost M L

NDS

Mass Transport Deposits (MTD)

BVN

Accptd

Cost

VL

Cost

VL

7 8

T T

NDS NDS

Reduced wireline program Lost Circulation

T MH

Accptd Active

0 0

Sch. Cost

M L

L M

L L M

H M H
Cost M M

9 10 11 12 13 14

NDS

Narrow PPFG window

MA

Accptd

Cost

T T T T

NDS NDS NDS NDS

Hurricane Loop and Eddy currents Hydrate buildup on wellhead / connector Shallow water/gas flows

T T MH MH

Accptd Accptd Accptd Accptd

0 0 0 0

Sch. Sch. Sch. Cost

M M L H

M M L L

M M VL M M L L M M L

L L H H H H M M H H

Sch. Sch. Sch. Cost

M M L H

M L L L

M L VL M L L L M VL

15 16 17 18 19 20

T T T T T T

NDS NDS NDS Planning Planning Planning

Lost drill center/respud Gumbo Attack Shallow depletion BOP Issue Zonal Isolation Shock & Vibration

MH MH MA TF MH MH

Accptd Accptd Accptd Accptd Active Accptd

0 0 0 0 0 0

Cost Cost Cost Sch. Cost Cost

H L M H M M

L M L L M L

Cost Cost Cost Sch. Cost

H L M H M

VL M L L VL

Date

By

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

T T T

Planning Planning Planning

Annular Pressure Build-up Compaction Expandable Issues

Risk of casing failure during the production phase of the well. Casing failure late in life due to reservoir compaction. Risk of tubular exspansion failure.

MH MH MH

Accptd Active Accptd

0 0 0

Prod . Prod . Cost

H L M

L VL L

M VL L

M L M

Cost

Cost

69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118

119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168

169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200

Instructions for Importing Risk Data from CPoL

Replace Register Data with CPoL Data

1. Create Excel risk report from CPoL 2. Copy all the data from the CPoL report and paste into the bordered box below (use Paste Special-Values 3. Ensure that the "Data Check" column shows "OK" for all imported risks If the Data Check shows "Error!", the entry in one of the orange columns does not appear in the SETUP she 4. Click on the green macro button (left). The matrices should now be plotted. Project n/a Risk Name Owner Risk Event Status

Note: The "Data Check" on the REGISTER sheet may still show Error!s. Further edits to the SETUP sheet will fix these.

Risk Data Check 1 OK 2 OK 3 OK 4 OK 5 OK 6 OK 7 OK 8 OK 9 OK 10 OK 11 OK 12 OK 13 OK 14 OK 15 OK 16 OK 17 OK 18 OK 19 OK 20 OK 21 OK 22 OK 23 OK 24 OK 25 OK 26 OK 27 OK 28 OK 29 OK 30 OK 31 OK 32 OK 33 OK 34 OK 35 OK 36 OK 37 OK 38 OK 39 OK 40 OK 41 OK 42 OK 43 OK 44 OK 45 OK 46 OK

47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102

OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK

103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158

OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK

159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200

OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK OK

KEY:

Data is copied but not checked

Data is copied and checked vs SETUP

Data is not copied

dered box below (use Paste Special-Values to preserve the formatting).

e columns does not appear in the SETUP sheet. Edit the SETUP sheet accordingly.
Error!s. Further edits to the SETUP sheet will fix these.

Category

n/a

Impact Type

Pre-Mitigation Impact level

Probability

n/a

Impact Type

Post-Mitigation Impact Level

Acceptance Probability n/a By

Acceptance Date Manageability

Risk Rating Matrix - customize the matrix in the SETUP worksheet Type of Impact
Health & Safety Environment: Threats Damage longterm and/or extensive Environment: Opportunities Reputation: Threats Outrage. Prosecution. Possible loss of operating license Reputation: Opportunities Commended by NGO at international level. Global recognition Commended by NGO at national level. Recognition within country Commended by NGO at local level. Recognition within area recognised positive contribution within BP Cost Schedule Production Reserves NPV

One or more fatalities

> 10 $M

> 12.75 days

> 0.1 of Project Production*

> 0.15 of Project Reserves*

> 0.1 of Project NPV*

Very High

Impact Level

Serious injury or DAFWC. HiPo Recordable injury, first aid, serious occurrence

Short-term Long-term and/or damage within extensive facility boundary improvement Short-term improvement within facility boundary

Involvement of regulator

3 - 10 $M

3.4 - 12.75 days

0.03 - 0.1 of Project Production*

0.04 - 0.15 of Project Reserves*

0.03 - 0.1 of Project NPV*

High

Rapid on-site clean-up

Complaints from local community

1 - 3 $M

0.85 - 3.4 days

0.01 - 0.03 of Project Production*

0.01 - 0.04 of Project Reserves*

0.01 - 0.03 of Project NPV*

Medium

No impact

No impact

Minor enhancement

Minimal impact

< 1 $M

< 0.85 days

< 0.01 of Project Production*

< 0.01 of Project Reserves*

< 0.01 of Project NPV*

Low

Probability / Frequency

Prob-Impact Grid
Probability
Very Low Could only occur as the result of multiple, independent system or control failures. Future occurrence is thought most unlikely. No comparable occurrence is known.

Very Low < 1%

Low 1 - 5%

Moderate 5 - 25%

High > 25%

Very High

Mod.

High

V. High

V. High

Impact Level

Low

Could result from a plausible combination of system or control failures. Would probably occur if the system were to be operated for long enough. Comparable events are known to have occurred in the past.

High

Low

Mod.

High

V. High

Moderate

Could result from the failure of a single system or control. Could be expected to occur if this operation were repeated regularly. Comparable events are within the team's direct experience.

Medium

V. Low

Low

Mod.

High

High

Uncontrolled. Will occur whenever circumstances are unfavorable. Comparable events are frequent.

Low

V. Low
2

V. Low
3

Low
4

Mod.
5

Manageability
Low Medium High Project Management Team can only influence impact. Risk reduction measures are unlikely to be cost-effective. Project Management Team can influence probability and / or impact. Risk reduction measures will be roughly cost-neutral. Project Management Team can control probability and / or impact. Risk reduction measures will be highly cost-effective

Risk Register Set-Up Sheet

Probability Very Low Low Moderate High Impact Type Health & Safety Environment: Threats Environment: Opportunities Reputation: Threats Reputation: Opportunities Cost Schedule Production Reserves NPV Abbrev VL L M H Saf. Env (T) Env (O) Rep (T) Rep (O) Cost Sch. Prod. Res. NPV Categories HSSE Planning Sidetracking Salt Interval Salt Exit Sub Salt Coring Evaluation PPFG Weather/Loop Currents Csg & Cmtng Well Control Rig Equipment DWOP BHA/DH Equip Initial Ops Well Exit Ops NDS Abbrev HSSE Plan ST SI Sext Ssub Core Eval PPFG Wea Csg WCntrl REquip DWOP BHA/Eq IOps WEOps NDS Abbrev T O

Proj. Value 100 85

Top Level 10% 15% 10% 15% 10%

Unit $M days mbd MMbbl $M

Impact Level Low Medium High Very High Risk Rating V. Low Low Mod. High V. High Manageability Low Medium High Risk Status Active Dormant Accepted Closed Action Status Pending Under Review Completed

L M H VH Pre VL L M H VH L M H Active Dorm. Accptd Closed

3 1 18 0 4 8 10 0 0

Post
4 7 6 0 0

Class #1 (threats) Class #2 (opportunities)

Cost

10 3 1

Schedule

12.75 3.4 0.85

Production

0 0 0

Reserves

0 0 0

NPV

0 0 0

0 0 0

0 0 0

yes Responsible for Assurance on Actions? Actions? Risk Acceptance?

People Show ? yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes Count
0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 16 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 10% 3% 1% 15% 4% 1% 10% 3% 1% 15% 4% 1% 10% 3% 1% 0% 0% 1% 0% 0% 1% 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47

Risk Owner?

Chuck Bondurant Donald Charles Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson

Abbrev CB DC BVN CC TS PD MH JB BB JP DS GG CS T MA TF GW

yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes

0 0 1 0 0 0 13 0 0 0 0 0 1 3 3 1 0

yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes

48 49 50

Risk Acceptance? 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Register Updates?

yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes yes

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

17 Chuck Bondurant Donald Charles Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson Donald Charles

17 Chuck Bondurant Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson Donald Charles

17 Chuck Bondurant Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson Donald Charles

17 Chuck Bondurant Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson Donald Charles

17 Chuck Bondurant Binh Van Nguyen Chris Casler Tomieka Searcy Pierre Depret Mark Hafle Jonathan Bellow Bobby Bodek Jasper Peijs David Sims George Gray Craig Scherschel Team Marty Albertin Trent Fleece Gabe Wilson

AlertLite E&P Risk Categories

Count

C Country and Regulatory C01 Experience of Operating in Province C02 Political Stability C03 Security of Proprietary Information C04 Currency Risk (versus US $) C05 Fiscal Policy/Tax etc. C06 Safety & Security of Personnel C07 Regulatory Environment(Federal & local) C08 Local Culture C09 Employment/Local Sourcing Expectations C10 Infrastructure C11 Group Reputation C12 Ethical Conduct C13 Expropriation/Revenue security E Market/Commercial Context E01 Partner Alignment E02 Partner Funding Constraints E03 Development of Product Markets E04 Sources of Value Complexity E05 Feedstock & Product Values E06 Product Differentials E07 Managing Exec. Mgmt. Perf. Expectations E08 Brand Issues E09 Competitor Threats to Economic Success E10 Feedstock Source/Product Offtake Agmts. E11 Terms Uncertainty H Health, Safety & Environment H01 Safety of Design H02 Emmisions/Spills H03 Environmental Sensitivities H04 Waste Management H05 Differing Partner Standards H06 Health Sensitivities H07 Construction Safety T Technical Challenge T01 Subsurface Delineation/Complexity T02 Recovery Factor T03 GOR/GCR/Water Prodn/Fluids Injection T04 Reservoir Fluids Characteristics T05 Well Productivity T06 Terrain/Topography/Water Depth T07 Seismology/Soil/Met-Ocean Conditions T08 Facilities Concept (Choice/Knowhow/Stretch) T09 Drilling Complexity T10 Completions Complexity T11 Mid-Stream/Export X Project Definition & Execution Complexity

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

C Country and Regulatory E Market/Commercial Context H Health, Safety & Environment T Technical Challenge X Project Definition & Execution Complexity Y Operability/Production Ramp-up

X01 Availability of Key Skills X02 Early Team Alignment (incl. Partner Staff) X03 Modification/Revamp content X04 Scheduling Basis Risk (to First Production) X05 Estimating Basis Risk X06 Work Fronts / Key Interfaces X07 Quality of Design Basis/Definition X08 Remoteness/Access/Logistics Complexity X09 Climatic Weather Windows X10 Contractor / Vendor Sourcing X11 Rig/Instln. Vessels Availability X12 Labour Market X13 Project Strategy Development Y Operability/Production Ramp-up Y01 Availability of Experienced Operations Staff Y02 Operating Cost Risk Y03 Systems Availability(eg Plant/Export/Wells) Y04 Level of New Technology Equipment Items Y05 Sparing Philosophy (Critical Items) Y06 Operability of Design Y07 Tech.Integrity (incl.QA/QC) Y08 Decommissioning Philosophy Y09 Planned Rate of Ramp-up

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Country & Reg. Market & Comm. H, S & E Tech. Challenge Defn. & Complexity Oper'ty & Ramp-up

0 0 0 0 0 0