Risk Register and Action Tracking Sheet for E&P Projects

Quick StartEnter data in: 1. SETUP Enter risk categories & personnel. Customise the Probability-Impact Grid

2. REGISTER Describe and analyse project risks and opportunities3. ACTIONS Define and track actions in response to risks

The grey-tabbed worksheets contain output onlyCells like this are for typing in free textCells like this are also for free text, but contain useful default valuesCells like this have pull-down menus (which you can customise)Cells like this are protected because they contain calculations

Initial Workbook SetupUse 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 these in cells A14 to A20.(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 as "Very High".(d)(e) In cells M5 to M54, list the project personnel (or job positions) who will play a formal role in the risk management process. Put their initials in the "Abbrev." column.(f) For each person, indicate whether they can: (i) Own, Accept or Update risks in the Register, (ii) be responsible for carrying out or providing assurance on actions.

(g) If you wish, you can change the titles and definitions in the olive cells to match your local definitions.Inputs and Outputs

To enter an action, type the risk number into column A in the ACTIONS sheet, then enter the action details.

(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.

ProtectionThe workbook is protected against inadvertent changes, but can be unprotected using Tools->Protection->Unprotect Sheet. Be sure to re-protect the sheet when you have finished your edits.

Simplifying & Customizing the RegisterMost 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 before you hide it.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. The default column width is 10.To avoid empty columns on the "Print" report, use the Tools-Protection-Unprotect Sheet command, and hide any unused columns.

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

In cells G5 to G22, enter the "Categories" you will use to classify your risks. Give each one a short abbreviation and indicate whether you want to

Enter and analyse your risks in the REGISTER sheet. The "Data Check" column will show "Error!" when the REGISTER entries don't correspond to the entries in the SETUP sheet.Tip: When analysing risks as a team, it may be useful to give each team member a print out of the Reference Sheet

Outputs are as follows:

The AutoFilter buttons at the top of the columns in the REGISTER and ACTIONS sheets won't work while the sheets are protected : unprotect, then filter, then re-protect.

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 on the "From CPoL" worksheet.

Feedback on this workbook and requests for enhancements are always welcome:

Facilitating a Risk Management Meeting

Initiate

Identify

Assess

Respond

Developing the action plan and ensuring its executionMonitoring the risk and reporting on it at future meetings

·        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 you’ve got, and how it will be sub-divided

·        Consider appointing a time-keeper.

·        If you have written inputs (eg. a risk register from a similar project), choose your moment for introducing them carefully – you want to stimulate, not stifle, the discussion. ·        Use a combination of techniques, eg:

o        Start with five minutes for individuals to write down riskso        Brainstorm risk headings (eg. rig, personnel, well planning, operations, security etc).o        Work through headings in turn.

·        Help the team define events, not outcomeso        Risk event template: “Event X may happen, causing an impact on Y”.o        Bad risk: Completion cost overruno        Good risk: Inadequate completion cost estimate causes cost overrun

·        Don’t let the team get sidetracked into analysis or response.

·        If you haven’t 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 cannot be accepted by the team and must be escalated”). ·        Put the probability / impact definitions on a hand out and explain them·        Stress that this phase is a means to an end – prioritisation. Don’t 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 impact·        Consider assigning a manageability to each risk. This will help with prioritisation.

·        Work the most highly rated risks first.·        Don’t 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:

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

Learn

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

·        For highly rated risks, don’t be satisfied with a single action - define a variety of actions which reduce the risk in different ways (probability, impact, contingency etc)·        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 don’t sweat it:

·        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.

·        Make a note of:o        what worked and what didn’to        what were the sticking pointso        people who should have been present and weren’t, and vice versao        things you could have done before the session to better prepare yourself or the team.

·        If you’ve got something to share about your process, share it with Hugh Williamson, D&C Risk Management Specialist.

Version 8.04

Enter risk categories & personnel. Customise the Probability-Impact Grid

Use this workbook for tracking your project risks (threats and opportunities) and the actions which result.

1. Clear the example entries from the REGISTER and ACTIONS sheets (only clear columns with yellow and blue headers)

Decide which quantifiable measures of project impact (eg Cost, Schedule, Reserves) you are going to use, and enter these in cells A14 to A20.

In cells D14 to D20, enter the percentage of Project Cost, Duration etc. above which the impact of a risk will be defined as "Very High".

In cells M5 to M54, list the project personnel (or job positions) who will play a formal role in the risk management process. Put their initials in the "Abbrev." column.For each person, indicate whether they can: (i) Own, Accept or Update risks in the Register, (ii) be responsible for carrying out or providing assurance on actions.

to match your local definitions.

To enter an action, type the risk number into column A in the ACTIONS sheet, then enter the action details.

"Pre-PIG" and "Post-PIG" matrices show the Probability-Impact grid before and after risk response.

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.

"Print" Summary. This is a fixed-format summary of the full Register worksheet, suitable for printing.

The workbook is protected against inadvertent changes, but can be unprotected using Tools->Protection->Unprotect Sheet. Be sure to re-protect the sheet when you have finished your edits.

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 before you hide it.

You can enlarge matrix cells as follows: Tools->Protection->Unprotect Sheet, select cell columns, Format->Column->Width. The default column width is 10.To avoid empty columns on the "Print" report, use the Tools-Protection-Unprotect Sheet command, and hide any unused columns.

It has been designed to fulfil the minimum specifications of the Risk Management Guidelines for Major Projects

In cells G5 to G22, enter the "Categories" you will use to classify your risks. Give each one a short abbreviation and indicate whether you want to show these risks on the matrices.

Error!" when the REGISTER entries don't correspond to the entries in the SETUP sheet.: When analysing risks as a team, it may be useful to give each team member a print out of the Reference Sheet

at the top of the columns in the REGISTER and ACTIONS sheets won't work while the sheets are protected : unprotect, then filter, then re-protect.

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

Feedback on this workbook and requests for enhancements are always welcome: Hugh Williamson, EPTG Sunbury

If you have written inputs (eg. a risk register from a similar project), choose your moment for introducing them carefully – you want to stimulate, not stifle, the discussion.

Clarify the risk acceptability criteria with the team (eg. “Risks rated <High> or <Very High> after response cannot be accepted by the team and must be escalated”).

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 impact

For highly rated risks, don’t be satisfied with a single action - define a variety of actions which reduce the risk in different ways (probability, impact, contingency etc)

things you could have done before the session to better prepare yourself or the team.If you’ve got something to share about your process, share it with Hugh Williamson, D&C Risk Management Specialist.

D&C Risk Management website

Risk Register for Project: Macondo Last Updated: 20-Jun-09

General Last Update Pre-Response Post-Response

Category Risk/Opportunity Name Event Description / Impact Owner Risk Status Actions By Date Impact Type Impact Level Prob. Manageability Rating Impact Type Impact Level Prob. Rating Notes

1 OK T NDS Well Control Mark Hafle Accepted 0 Mark Hafle 17-Jun-09 Cost Medium Moderate High Mod. Cost Medium Moderate Mod.

2 OK T NDS Complex overburden Multiple shallow water flow units, faults & potential gas. Accepted Mark Hafle 27-Apr-09 Cost Medium Low Medium Low Cost Medium Very Low V. Low

3 OK T NDS PP/FG uncertainty Marty Albertin Accepted Mark Hafle 27-Apr-09 Cost Medium Moderate High Mod. Cost Medium Low Low

4 OK T NDS Wellbore stability Mark Hafle Dormant Mark Hafle 27-Apr-09 Cost Low Low Medium V. Low

5 OK T NDS Tight hole, stuck pipe Mark Hafle Accepted Mark Hafle 27-Apr-09 Cost Medium Low Medium Low Cost Medium Low Low

6 OK T NDS Mass Transport Deposits (MTD) Accepted Mark Hafle 13-May-09 Cost Low Low Medium V. Low Cost Low Low V. Low Identified them and are aware.

7 OK T NDS Reduced wireline program Team Accepted Team 13-May-09 Schedule Medium Low High Low Talking just about the M56.

8 OK T NDS Lost Circulation Mark Hafle Active Mark Hafle 17-Jun-09 Cost Low Moderate Medium Low

9 OK T NDS Narrow PPFG window Marty Albertin Accepted Mark Hafle 17-Jun-09 Cost Medium Moderate High Mod. Cost Medium Moderate Mod.

10 OK

11 OK T NDS Hurricane Team Accepted Mark Hafle 20-May-09 Schedule Medium Moderate Low Mod. Schedule Medium Moderate Mod.

12 OK T NDS Loop and Eddy currents Team Accepted Mark Hafle 20-May-09 Schedule Medium Moderate Low Mod. Schedule Medium Low Low Our location is further North.

13 OK T NDS Mark Hafle Accepted Mark Hafle 20-May-09 Schedule Low Low High V. Low Schedule Low Low V. Low

14 OK T NDS Shallow water/gas flows Mark Hafle Accepted Mark Hafle 20-Jun-09 Cost High Low High Mod. Cost High Low Mod.

15 OK T NDS Lost drill center/respud Mark Hafle Accepted Mark Hafle 17-Jun-09 Cost High Low High Mod. Cost High Very Low Low 28" for added support.

16 OK T NDS Gumbo Attack Gumbo due to pump and dump. Mark Hafle Accepted Mark Hafle 17-Jun-09 Cost Low Moderate High Low Cost Low Moderate Low Gumbo in the offsets.

17 OK T NDS Shallow depletion Evaluate potential for depleted zones. Marty Albertin Accepted Mark Hafle 20-May-09 Cost Medium Low Medium Low Cost Medium Low Low

18 OK T 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 T 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 Moderate High Mod.

20 OK T 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 T Planning Mark Hafle Accepted Mark Hafle 17-Jun-09 Production High Low Medium Mod. Cost High Low Mod.

22 OK T Planning Compaction Casing failure late in life due to reservoir compaction. Mark Hafle Active Mark Hafle 17-Jun-09 Production Low Very Low Low V. Low

23 OK T Planning Expandable Issues Risk of tubular exspansion failure. Mark Hafle Accepted Mark Hafle 17-Jun-09 Cost Medium Low Medium Low Cost Medium Low Low24 OK25 OK26 OK27 OK28 OK29 OK30 OK31 OK32 OK33 OK34 OK35 OK36 OK37 OK38 OK39 OK40 OK41 OK42 OK43 OK44 OK45 OK46 OK47 OK48 OK49 OK50 OK51 OK52 OK53 OK54 OK55 OK56 OK57 OK58 OK59 OK60 OK61 OK62 OK63 OK64 OK65 OK66 OK67 OK68 OK69 OK70 OK71 OK72 OK73 OK74 OK75 OK76 OK77 OK78 OK79 OK80 OK81 OK82 OK83 OK84 OK85 OK86 OK87 OK88 OK89 OK90 OK91 OK92 OK93 OK94 OK95 OK96 OK97 OK98 OK99 OK

100 OK101 OK102 OK103 OK104 OK105 OK106 OK107 OK108 OK109 OK110 OK111 OK112 OK113 OK114 OK115 OK116 OK117 OK118 OK119 OK120 OK121 OK122 OK123 OK124 OK125 OK126 OK127 OK128 OK129 OK130 OK131 OK132 OK133 OK134 OK135 OK136 OK137 OK138 OK139 OK140 OK141 OK142 OK143 OK144 OK145 OK146 OK147 OK148 OK149 OK150 OK151 OK152 OK153 OK154 OK155 OK156 OK157 OK158 OK159 OK160 OK161 OK162 OK163 OK164 OK165 OK166 OK167 OK168 OK169 OK170 OK171 OK172 OK173 OK174 OK175 OK176 OK177 OK178 OK179 OK180 OK181 OK182 OK183 OK184 OK185 OK186 OK187 OK188 OK189 OK190 OK191 OK192 OK193 OK194 OK195 OK196 OK197 OK198 OK199 OK200 OK

R/Ono.

Data Check

Riskor

Opp.

Potential well control problem: risk of losing the wellbore in an uncontrolled situation

Casing program design to mitigate issues.

Craig Scherschel

Picked the best location to mitigate the risk.

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

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.

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

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

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.

Binh Van Nguyen

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.

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.

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

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.

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

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.

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.

Hydrate buildup on wellhead / connector

Potential for hydrate buildup around connectors preventing unlatching.

Several mitigations in place should the event occur.

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

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.

Wellhead Subsidence, stuck pipe, surface fracture, TOS rubble zone: potential risk for collapse/squeezing of all conductors

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 ECD’s below fracture pressure.

Fit for purpose BHA’s designed for each hole section incorporating DW GoM SPU lessons learned.

Annular Pressure Build-up Risk of casing failure during the production phase of the well.

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.

Risk Action Tracking for Project: Macondo Today: 22-Apr-23

Risk / Opportunity Action Assurance

Category Risk Name Description Responsible Due Date Status By Date NotesR/Ono.

Riskor

Opp.

Macondo Date 22-Apr-23

Very

Hig

hH

igh

Med

ium

Low

S Very Low Low Moderate HighFrequency / Probability

V. High Risk must be reduced or eliminated. HighMod. V. Low Risk broadly acceptable. No action required.

Pre-Response Probability-Impact Grid for:

ALARP: Reduce risk wherever practical.ALARP: Reduce risk where cost-beneficial.

Expand Shrink Matrix

Impa

ct L

evel

Macondo Date 22-Apr-23H

igh

Mod

.Lo

wV.

Low

S Low Medium HighManageability

Boston Square:V.

H

igh

Expand Shrink(P

re-R

espo

nse)

Ris

k R

atin

g

Macondo Date 22-Apr-23Ve

ry H

igh

Hig

hM

ediu

mLo

w

S Very Low Low Moderate HighFrequency / Probability

V. High Work cannot proceed. High Obtain external review and management approval.Mod. Review within team before proceeding. V. Low Manage for continuous improvement. Be alert to changes.

Post-Response Probability-Impact Grid for:Expand ShrinkIm

pact

Lev

el

Macondo Date 22-Apr-23Risk* Summary for:* includes opportunties

V. Low

Low

Mod.

High

V. High

0 2 4 6 8 10 12

4

7

6

0

0

4

8

10

0

0

No. of Risks* by Rating Pre-Response

Post-Response

Chuck BondurantDonald Charles

Binh Van NguyenChris Casler

Tomieka SearcyPierre Depret

Mark HafleJonathan Bellow

Bobby BodekJasper PeijsDavid Sims

George GrayCraig Scherschel

TeamMarty AlbertinTrent FleeceGabe Wilson

0 2 4 6 8 10 12 14

Risk* Ownership and ActionsActions

Risks Owned

Active

Dormant

Accepted

Closed

0 2 4 6 8 10 12 14 16 18 20No. of Risks* by Status

HSSEPlanning

SidetrackingSalt Interval

Salt ExitSub Salt

CoringEvaluation

PPFGWeather/Loop Currents

Csg & CmtngWell Control

Rig EquipmentDWOP

BHA/DH EquipInitial Ops

Well Exit OpsNDS

0 2 4 6 8 10 12 14 16 18

No. of Risks* by Category

Country & Reg.Market & Comm.

H, S & ETech. Challenge

Defn. & ComplexityOper'ty & Ramp-up

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

No. of Risks* by Category

Chuck BondurantDonald Charles

Binh Van NguyenChris Casler

Tomieka SearcyPierre Depret

Mark HafleJonathan Bellow

Bobby BodekJasper PeijsDavid Sims

George GrayCraig Scherschel

TeamMarty AlbertinTrent FleeceGabe Wilson

0 2 4 6 8 10 12 14

Risk* Ownership and ActionsActions

Risks Owned

Active

Dormant

Accepted

Closed

0 2 4 6 8 10 12 14 16 18 20No. of Risks* by Status

Risk Register for Project: Macondo Date: 20-Jun-09 M H VH

Risk Description Pre-Response Post-Response Accept?

Ris

k #

Ris

k / O

ppor

t.

Category Risk Name Event Description / Impact

Ow

ner

Ris

k St

atus

Act

ions

Impa

ct T

ype

Impa

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Prob

.

Rat

ing

Man

agea

bilit

y

Impa

ct T

ype

Impa

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Prob

.

Rat

ing

By

Dat

e

1 T NDS Well Control MH Accptd 0 Cost M M M H Cost M M M2 T NDS Complex overburden Multiple shallow water flow units, faults & potential gas. CS Accptd 0 Cost M L L M Cost M VL VL

3 T NDS PP/FG uncertainty MA Accptd 0 Cost M M M H Cost M L L

4 T NDS Wellbore stability MH Dorm. 0 Cost L L VL M

5 T NDS Tight hole, stuck pipe MH Accptd 0 Cost M L L M Cost M L L

6 T NDS Mass Transport Deposits (MTD) BVN Accptd 0 Cost L L VL M Cost L L VL

7 T NDS Reduced wireline program T Accptd 0 Sch. M L L H

8 T NDS Lost Circulation MH Active 0 Cost L M L M

9 T NDS Narrow PPFG window MA Accptd 0 Cost M M M H Cost M M M

10

11 T NDS Hurricane T Accptd 0 Sch. M M M L Sch. M M M

12 T NDS Loop and Eddy currents T Accptd 0 Sch. M M M L Sch. M L L

13 T NDS MH Accptd 0 Sch. L L VL H Sch. L L VL

14 T NDS Shallow water/gas flows MH Accptd 0 Cost H L M H Cost H L M

15 T NDS Lost drill center/respud MH Accptd 0 Cost H L M H Cost H VL L

16 T NDS Gumbo Attack Gumbo due to pump and dump. MH Accptd 0 Cost L M L H Cost L M L17 T NDS Shallow depletion Evaluate potential for depleted zones. MA Accptd 0 Cost M L L M Cost M L L18 T Planning BOP Issue Potential for the BOP stack to cause NPT on the well. TF Accptd 0 Sch. H L M M Sch. H L M

Potential well control problem: risk of losing the wellbore in an uncontrolled situation

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.

Hydrate buildup on wellhead / connector

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 overburdenWellhead Subsidence, stuck pipe, surface fracture, TOS rubble zone: potential risk for collapse/squeezing of all conductors

19 T Planning Zonal Isolation Risk of a good cement job on the 9-7/8” Production String MH Active 0 Cost M M M H20 T Planning Shock & Vibration Risk of down hole tool failures due to shock and vibration. MH Accptd 0 Cost M L L H Cost M VL VL

21 T Planning Risk of casing failure during the production phase of the well. MH Accptd 0 H L M M Cost H L M

22 T Planning Compaction Casing failure late in life due to reservoir compaction. MH Active 0 L VL VL L23 T Planning Expandable Issues Risk of tubular exspansion failure. MH Accptd 0 Cost M L L M Cost M L L2425262728293031323334353637383940414243444546474849505152535455565758596061626364

Annular Pressure Build-up Prod.

Prod.

6566676869707172737475767778798081828384858687888990919293949596979899100101102103104105106107108109110111

112113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150151152153154155156157158

159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196197198199200

Instructions for Importing Risk Data from CPoL

Note:Project n/a Risk Name Owner Risk Event Status

Risk Data Check1 OK2 OK3 OK4 OK5 OK6 OK7 OK8 OK9 OK

10 OK11 OK12 OK13 OK14 OK15 OK16 OK17 OK18 OK19 OK20 OK21 OK22 OK23 OK24 OK25 OK26 OK27 OK28 OK29 OK30 OK31 OK32 OK33 OK34 OK35 OK36 OK37 OK38 OK39 OK40 OK41 OK42 OK43 OK44 OK45 OK

1. Create Excel risk report from CPoL2. Copy all the data from the CPoL report and paste into the bordered box below (use 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 sheet. Edit the SETUP sheet accordingly. 4. Click on the green macro button (left). The matrices should now be plotted.

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

Replace Register Data with

CPoL Data

46 OK47 OK48 OK49 OK50 OK51 OK52 OK53 OK54 OK55 OK56 OK57 OK58 OK59 OK60 OK61 OK62 OK63 OK64 OK65 OK66 OK67 OK68 OK69 OK70 OK71 OK72 OK73 OK74 OK75 OK76 OK77 OK78 OK79 OK80 OK81 OK82 OK83 OK84 OK85 OK86 OK87 OK88 OK89 OK90 OK91 OK92 OK93 OK94 OK95 OK96 OK97 OK98 OK99 OK

100 OK101 OK102 OK103 OK104 OK105 OK106 OK107 OK108 OK109 OK110 OK111 OK112 OK113 OK114 OK115 OK116 OK117 OK118 OK119 OK120 OK121 OK122 OK123 OK124 OK125 OK126 OK127 OK128 OK129 OK130 OK131 OK132 OK133 OK134 OK135 OK136 OK137 OK138 OK139 OK140 OK141 OK142 OK143 OK144 OK145 OK146 OK147 OK148 OK149 OK150 OK151 OK152 OK153 OK

154 OK155 OK156 OK157 OK158 OK159 OK160 OK161 OK162 OK163 OK164 OK165 OK166 OK167 OK168 OK169 OK170 OK171 OK172 OK173 OK174 OK175 OK176 OK177 OK178 OK179 OK180 OK181 OK182 OK183 OK184 OK185 OK186 OK187 OK188 OK189 OK190 OK191 OK192 OK193 OK194 OK195 OK196 OK197 OK198 OK199 OK200 OK

KEY: Data is not copied

Pre-MitigationCategory n/a Impact Type Impact level Probability n/a

Data is copied but not checked

Data is copied and checked vs SETUP

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

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Post-Mitigation AcceptanceImpact Type Impact Level Probability n/a By

AcceptanceDate Manageability

Type of Impact

Health & Safety Cost Schedule Production Reserves NPV

Impa

ct L

evel

> 10 $M > 12.75 days Very High

3 - 10 $M High

1 - 3 $M 0.85 - 3.4 days Medium

No impact No impact Minimal impact < 1 $M < 0.85 days Low

Probability / FrequencyVery Low Low Moderate High

Probability < 1% 1 - 5% 5 - 25% > 25%

Very Low

Impa

ct L

evel

Very High Mod. High V. High V. High ###

Low High Low Mod. High V. High ###

Moderate Medium V. Low Low Mod. High ###

High Low V. Low V. Low Low Mod. ###

2 3 4 5Manageability

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

High Project Management Team can control probability and / or impact. Risk reduction measures will be highly cost-effective

Risk Rating Matrix - customize the matrix in the SETUP worksheet

Environment: Threats

Environment: Opportunities

Reputation: Threats

Reputation: Opportunities

One or more fatalities

Damage long-term and/or extensive

_Outrage.

Prosecution. Possible loss of

operating license

Commended by NGO at

international level. Global recognition

> 0.1 of Project

Production*

> 0.15 of Project

Reserves*

> 0.1 of Project NPV*

Serious injury or DAFWC.

HiPo

Short-term damage within

facility boundary

Long-term and/or extensive

improvement

Involvement of regulator

Commended by NGO at national

level. Recognition

within country

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*

Recordable injury, first aid,

serious occurrence

Rapid on-site clean-up

Short-term improvement within facility

boundary

Complaints from local community

Commended by NGO at local

level. Recognition within area

0.01 - 0.03 of Project

Production*

0.01 - 0.04 of Project

Reserves*

0.01 - 0.03 of Project NPV*

Minor enhancement

recognised positive

contribution within BP

< 0.01 of Project

Production*

< 0.01 of Project

Reserves*

< 0.01 of Project NPV*

Prob-Impact Grid

Could only occur as the result of multiple, independent system or control failures.Future occurrence is thought most unlikely.No comparable occurrence is known.

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.

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.

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

Risk Register Set-Up Sheet

Probability Abbrev CategoriesVery Low VL Abbrev

Low L HSSE HSSEModerate M Planning Plan

High H Sidetracking STImpact Type Salt Interval SI

Health & Safety Saf. Salt Exit SextEnvironment: Threats Env (T) Sub Salt Ssub

Environment: Opportunities Env (O) Coring CoreReputation: Threats Rep (T) Proj. Top Evaluation Eval

Reputation: Opportunities Rep (O) Value Level Unit PPFG PPFGCost Cost 100 10% $M Weather/Loop Currents Wea

Schedule Sch. 85 15% days Csg & Cmtng CsgProduction Prod. 10% mbd Well Control WCntrlReserves Res. 15% MMbbl Rig Equipment REquip

NPV NPV 10% $M DWOP DWOPBHA/DH Equip BHA/EqInitial Ops IOps

Impact Level Well Exit Ops WEOpsLow L NDS NDS

Medium MHigh H Abbrev

Very High VH Class #1 (threats) TRisk Rating Pre Post Class #2 (opportunities) O

V. Low VL 4 4Low L 8 7Mod. M 10 6 Cost 10High H 0 0 3

V. High VH 0 0 1Manageability Schedule 12.75

Low L 3.4Medium M 0.85

High H Production 0Risk Status 0

Active Active 3 0Dormant Dorm. 1 Reserves 0Accepted Accptd 18 0Closed Closed 0 0

NPV 0Action Status 0

Pending 0Under Review 0 0

Completed 00

0 000

yes

People Risk Owner?Show ? Count Abbrev

yes 0 1 Chuck Bondurant CB yes 0 yes 0 yes 0 yesyes 6 2 Donald Charles DC yes 0 yes 0 yes 0 yesyes 0 3 Binh Van Nguyen BVN yes 1 yes 0 yes 0 yesyes 0 4 Chris Casler CC yes 0 yes 0 yes 0 yesyes 0 5 Tomieka Searcy TS yes 0 yes 0 yes 0 yesyes 0 6 Pierre Depret PD yes 0 yes 0 yes 0 yesyes 0 7 Mark Hafle MH yes 13 yes 0 yes 0 yesyes 0 8 Jonathan Bellow JB yes 0 yes 0 yes 0 yesyes 0 9 Bobby Bodek BB yes 0 yes 0 yes 0 yesyes 0 10 Jasper Peijs JP yes 0 yes 0 yes 0 yesyes 0 11 David Sims DS yes 0 yes 0 yes 0 yesyes 0 12 George Gray GG yes 0 yes 0 yes 0 yesyes 0 13 Craig Scherschel CS yes 1 yes 0 yes 0 yesyes 0 14 Team T yes 3 yes 0 yes 0 yesyes 0 15 Marty Albertin MA yes 3 yes 0 yes 0 yesyes 0 16 Trent Fleece TF yes 1 yes 0 yes 0 yesyes 0 17 Gabe Wilson GW yes 0 yes 0 yes 0 yesyes 16 18

192021222324

10% 253% 261% 27

15% 284% 291% 30

10% 313% 321% 33

15% 344% 35

1% 3610% 373% 38

1% 390% 400% 411% 420% 430% 441% 45

Responsible for Actions?

Assurance on Actions?

Risk Acceptance?

46474849

50

0 yes 1 1 1 1 1 1 1 1 1 10 yes 2 2 2 2 2 2 2 2 2 20 yes 3 3 3 3 3 3 3 3 3 30 yes 4 4 4 4 4 4 4 4 4 40 yes 5 5 5 5 5 5 5 5 5 50 yes 6 6 6 6 6 6 6 6 6 6

0 yes 7 7 7 7 7 7 7 7 7 70 yes 8 8 8 8 8 8 8 8 8 80 yes 9 9 9 9 9 9 9 9 9 9

0 yes 10 10 10 10 10 10 10 10 10 100 yes 11 11 11 11 11 11 11 11 11 110 yes 12 12 12 12 12 12 12 12 12 120 yes 13 13 13 13 13 13 13 13 13 130 yes 14 14 14 14 14 14 14 14 14 140 yes 15 15 15 15 15 15 15 15 15 150 yes 16 16 16 16 16 16 16 16 16 160 yes 17 17 17 17 17 17 17 17 17 17

Risk Acceptance?

Register Updates?

17 17 17 17 17Chuck Bondurant Chuck Bondurant Chuck Bondurant Chuck Bondurant Chuck BondurantDonald Charles Donald Charles Donald Charles Donald Charles Donald CharlesBinh Van Nguyen Binh Van Nguyen Binh Van Nguyen Binh Van Nguyen Binh Van NguyenChris Casler Chris Casler Chris Casler Chris Casler Chris CaslerTomieka Searcy Tomieka Searcy Tomieka Searcy Tomieka Searcy Tomieka SearcyPierre Depret Pierre Depret Pierre Depret Pierre Depret Pierre Depret

Mark Hafle Mark Hafle Mark Hafle Mark Hafle Mark HafleJonathan Bellow Jonathan Bellow Jonathan Bellow Jonathan Bellow Jonathan BellowBobby Bodek Bobby Bodek Bobby Bodek Bobby Bodek Bobby Bodek

Jasper Peijs Jasper Peijs Jasper Peijs Jasper Peijs Jasper PeijsDavid Sims David Sims David Sims David Sims David SimsGeorge Gray George Gray George Gray George Gray George GrayCraig Scherschel Craig Scherschel Craig Scherschel Craig Scherschel Craig ScherschelTeam Team Team Team TeamMarty Albertin Marty Albertin Marty Albertin Marty Albertin Marty AlbertinTrent Fleece Trent Fleece Trent Fleece Trent Fleece Trent FleeceGabe Wilson Gabe Wilson Gabe Wilson Gabe Wilson Gabe Wilson

AlertLite E&P Risk CategoriesCount

C Country and Regulatory 0 C Country and RegulatoryC01 Experience of Operating in Province 0 E Market/Commercial ContextC02 Political Stability 0 H Health, Safety & EnvironmentC03 Security of Proprietary Information 0 T Technical ChallengeC04 Currency Risk (versus US $) 0 X Project Definition & Execution ComplexityC05 Fiscal Policy/Tax etc. 0 Y Operability/Production Ramp-upC06 Safety & Security of Personnel 0C07 Regulatory Environment(Federal & local) 0C08 Local Culture 0C09 Employment/Local Sourcing Expectations 0C10 Infrastructure 0C11 Group Reputation 0C12 Ethical Conduct 0C13 Expropriation/Revenue security 0E Market/Commercial Context 0E01 Partner Alignment 0E02 Partner Funding Constraints 0E03 Development of Product Markets 0E04 Sources of Value Complexity 0E05 Feedstock & Product Values 0E06 Product Differentials 0E07 Managing Exec. Mgmt. Perf. Expectations 0E08 Brand Issues 0E09 Competitor Threats to Economic Success 0E10 Feedstock Source/Product Offtake Agmts. 0E11 Terms Uncertainty 0H Health, Safety & Environment 0H01 Safety of Design 0H02 Emmisions/Spills 0H03 Environmental Sensitivities 0H04 Waste Management 0H05 Differing Partner Standards 0H06 Health Sensitivities 0H07 Construction Safety 0T Technical Challenge 0T01 Subsurface Delineation/Complexity 0T02 Recovery Factor 0T03 GOR/GCR/Water Prodn/Fluids Injection 0T04 Reservoir Fluids Characteristics 0T05 Well Productivity 0T06 Terrain/Topography/Water Depth 0T07 Seismology/Soil/Met-Ocean Conditions 0T08 Facilities Concept (Choice/Knowhow/Stretch) 0T09 Drilling Complexity 0T10 Completions Complexity 0

T11 Mid-Stream/Export 0X Project Definition & Execution Complexity 0X01 Availability of Key Skills 0X02 Early Team Alignment (incl. Partner Staff) 0X03 Modification/Revamp content 0X04 Scheduling Basis Risk (to First Production) 0X05 Estimating Basis Risk 0X06 Work Fronts / Key Interfaces 0X07 Quality of Design Basis/Definition 0X08 Remoteness/Access/Logistics Complexity 0X09 Climatic Weather Windows 0X10 Contractor / Vendor Sourcing 0X11 Rig/Instln. Vessels Availability 0X12 Labour Market 0X13 Project Strategy Development 0Y Operability/Production Ramp-up 0Y01 Availability of Experienced Operations Staff 0Y02 Operating Cost Risk 0Y03 Systems Availability(eg Plant/Export/Wells) 0Y04 Level of New Technology Equipment Items 0Y05 Sparing Philosophy (Critical Items) 0Y06 Operability of Design 0Y07 Tech.Integrity (incl.QA/QC) 0Y08 Decommissioning Philosophy 0Y09 Planned Rate of Ramp-up 0

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