Cautionary Note. Forward-Looking Statements

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2 Cautionary Note Forward-Looking Statements During the course of this presentation we may make forward-looking statements regarding future events or the future performance of the company. No reliance should be placed on forward looking statements which are included only to provide indicative information and should always be considered in conjunction with an assessment of the political, economic, social and legal environment in which BP operates. Such forward looking statements speak only as of the time of this presentation today. Accordingly BP does not undertake any obligation to update or revise them, whether as a result of new information, future events or otherwise, other than that as required by applicable laws.

3 Agenda - AM Introduction BP s North Sea Strategy Procurement and Supply Chain Management (PSCM) Process Context and Challenges Quality in the O&G industry Wells Reliability and Maintenance Questions

4 Agenda - PM Introduction BP s North Sea Strategy Procurement and Supply Chain Management (PSCM) Process Context and Challenges Quality in the O&G industry Wells Global Projects Organisation Questions

5 Focussed on value but growing production Divested assets Existing base assets Major projects

6 North Sea strategy Focus Maximise the Base Invest for the Future Safety and asset reliability Simplification and efficiency Quality portfolio Targeted investment Renewal of existing infrastructure Drilling Seismic Enhanced Oil Recovery (EOR) Exploration Resource appraise Major projects Relationships

7 We are renewing existing assets SVT ETAP Magnus Andrew FPS Valhall

8 and investing for the future Clair Ridge Quad204 Second phase development of Clair field 25 new wells planned Two new bridge-linked platforms New drilling rig Deep Sea Aberdeen Jackets and modules installed New FPSO Glen Lyon Production expected to start 2017 Polymer Enhanced Oil Recovery Estimated 640m barrels over 40 years Production restarts in 2016 Peak production up to 120,000 barrels/day Extends field life to at least 2035

9 BP Supply Chain Process Direct supplier relationships for more critical activity Supplier Engagement Matrix Spend $ Criticality/Complexity We need supply chain help to improve efficiency We ll listen to all credible offers

10 Quality in the Oil & Gas Industry Cost of poor quality > 50m (conservative figure) # Non-conformance 702 (North Sea Region 6 months to Sep 15) Huge impact /opportunity on North Sea lifting costs Potential cost benefit to suppliers and operators alike Does Oil & Gas have an embedded quality/improvement culture? Can t afford not to any more! Operator/Supplier collaboration is key Effective root cause failure analysis Relevant and rigorous corrective actions Both operator and supplier causes need to be addressed Celebrate improvement, not fire fighting! We must be rigorous and consistent in our use of quality tools Excellence through Supplier Quality (ESQ) system for non-conformance management (planned internal & external) PO Quality Requirements for BP communication of quality requirements on POs (progressive roll out) Focus on Right-First-Time

11 Wells: Purchased Equipment - Challenges Design to new standards ISO 28781, 14998, 14130, Norsok Qualify equipment ONCE, to the rated envelope API Monogrammes required Quality of Equipment Design To manage our risks, BP verify the design of critical well equipment (~140 items per year) On average we find 20 design faults per review, which take ~8 months to fix Self-verify your designs to eliminate faults Quality of Manufacturing API Q1 qualification (to eliminate BP s Quality Control Plan programme) Smarter purchasing & use of inventory Challenge our Scopes of Work Fit for purpose equipment

12 Wells: Rental Equipment - Challenges Design Less customer involvement in design, but who pays for the cost of failure? We expect self-verified Failure Mode & Effect Analyses (FMEA) Build and Maintain We require 100% material traceability Refurb cost decisions vs. operator risk Suppliers qualified to API-Q2 Process Safety Risks Rig operator s legal obligation under Design Construction Regulations (DCR) Rigorous HAZOP to BS: IEC Procedures + compliance + competency

13 Wells: Technology - Challenges $50 oil drives additional need for innovation Cost efficiency, risk reduction Do more with less Zonal isolation Verification of cement bonds Alternatives to cement Solutions for secondary cementing Sidetrack/milling technology Multi-string milling & recovery Downhole swarf recovery Data acquisition Wireline-quality data acquisition with Logging While Drilling (LWD) Alternatives to coring / well testing

14 Wells: Integrity - Challenges Ageing well stock How do we prolong the life of wells Is paint adequate protection Fit for purpose low cost replacement equipment (1 kpsi rated?) Pressure path management What is best way of managing sustained casing pressures Corrosion External casing corrosion monitoring Reliable through-metal-metal-rock face logging Multi skilled integrity engineers Can we do simultaneous jobs offshore Remedial equipment Industry wide well kill equipment package Industry training Standardised scope or minimum standards

15 Wells: Intervention - Challenges Huge scope for innovative changes Open our minds.. Volume of equipment required Smaller footprint for available deck space Can we use height better? Weight of equipment Eliminate heavier lifts Eliminate manual handling Personnel requirements Design-out complexity Online vs. Onsite specialist personnel Maintain competencies & capabilities Duration of workscope Design-in rig-up & rig down efficiencies Plug & Play LWI Heavy Duty Light Well Intervention (LWI) capability

16 Reliability & Maintenance Current Issues. Maintenance is too expensive Material costs have increased significantly over 5 years Labour rates have increased Management fees have increased Unnecessary maintenance still being executed Maintenance activity takes too long Lack of right first time - rework is too common Technician competence is variable Planning is not robust Inefficient in execution Equipment is generally old and unreliable Old is too often used as an excuse for poor Mean Time Between Failure (MTBF) Too much focus on projects/modifications & not enough on sweating the existing equipment How can you help. Maintenance is too expensive Work on leveraging the supply chain to ensure competitive tenders and best value for money on materials Improve rental equipment turn around times Apply realistic labour charges at $45 oil Help to identify value adding maintenance and eliminate non-value adding Maintenance activity takes too long Ensure high quality preparation prior to deployment offshore Improve repair turn around times for high value equipment Focus on right technician for the right job Provide suggestions on how to improve execution efficiency Equipment is generally old and unreliable Focus on how to achieve high MTBF for existing equipment without the need for costly/time consuming modifications

17 Major Projects Portfolio Quad 204 / Clair Ridge Execute Gt Clair Appraise Cat B Appraise, Select, Define, Execute Future Opportunities Culzean Vorlich

18 Global Projects Organisation Involvement of Suppliers in FEED stage of Projects Add value at front end in return for greater cost transparency provide visibility to cost base, mark up and profit Contribute to design, execution and cost efficiency Transparency would allow early Contractor selection Standardisation Suppliers best positioned to see operators different requirements & spec s Pushback on bespoke engineering to drive standardisation Benchmark solutions required for hardware Innovation Early sharing of new technologies developed for other operators/projects Intent should be to reduce costs and project complexity No point hearing about this late in design or execute phase

19 Other Business areas Material from Subsea and Reservoir Development included in the following slides. Unfortunately no one from these areas were available to present on the day, however material representing their current issues and challenges has been provided for reference. BP encourage suppliers with any innovative solutions with regards to these areas to contact the address provided in the feedback slide.

20 Subsea & Pipelines Operations (GOO) North Sea Subsea Operations The majority of North Sea assets operating subsea systems & pipelines are ageing assets. Life of field assurance keep subsea systems operating until expected field life. Require certainty over the condition of equipment operating Subsea. Require accurate, reliable & cost effective inspection and equipment validation techniques. Ability to repair or plan the repair of equipment that has failed or is predicted to fail. Require safe, efficient and quick repair turnaround. Reduced Subsea Equipment lead times. Life extension projects Extended field life can open up viable options for further field development.

21 Subsea & Pipelines Operations (GOO) Technology Wish-list Pipeline inspection Requirement to remove coating from our pipelines prior to completing inspection of the pipelines using existing technology for corrosion mapping and time of flight diffraction Riser Inspection Execute inspections with a reduced level of PoB demand, fewer constraints regarding HSE or weather and with greater scope completion to deliver better value. Temporary Subsea Flowline/Pipeline Isolations to allow repair works lower lead times on stopples and temporary plugs with better technical & safety assurance. Subsea electrical system fault detection technology. For example Subsea Low IR monitoring/switching. Time Domain Reflectometry from the platform. Autonomous Inspection Vehicle (AIV) Subsea Inspections potential large savings on vessel costs. Challenges with battery life and communications. Clamp-on subsea condition monitoring technology Acoustic Emission technology for detecting cracking, erosion monitoring. Challenges getting the data to surface. More reliable SCMs & subsea controls equipment replace components in field with more reliable replacements. Standardised ROV tooling more lightweight manipulator deployed pilot friendly tooling. Ability to operate in high current environments.

22 Reservoir Development: Issues and challenges Subsurface Optimising waterflood and EOR (Water Alternating Gas, polymer, Low Salinity Water Flooding (LoSal ) Cost effective data gathering (seismic, instrumented wells) Wells Cost effective well interventions especially subsea Hydraulic fracturing

23 2014 Well reliability: Causes of deferrals

24 Well reliability: top issues by volume Well integrity is the major cause of well deferrals impacting every hub Common causes are: Downhole Safety Valves issues, Xmas tree valve failures and tubing to annulus communication Failed SCSSV control lines mean no ability to retrofit valves Availability of spares for older trees Sand is the second major cause of well deferrals in the NS Sand production has increased with depletion and water cut with systemic consequences on the whole hub, not just the well (e.g. ETAP) Magnus and ETAP are the main fields with sand deferrals Produced water management with sand is a major problem where water is reinjected Cyclic well deferrals is predominately driven by Valhall and Marnock with contribution from Bruce. Requirement to retrofit gas lift Ability to shut-off water Scale vulnerability on Ula, Valhall, Madoes & Magnus Key improvement actions are on SSQ treatment life & verification of scale precipitation envelopes for high risk wells. H2S is a cause of well deferrals on Clair, Foinaven and potentially ETAP. Significant focus on scavenger chemicals, injection water quality over last 3 years. Water/ gas Injection reliability is causing longer term losses Well integrity on injection wells (particularly gas injectors) Reliability of surface pumping equipment Treatment of produced water

25 Questions?

26 Feedback All enquiries should be addressed to; We will endeavour to respond to all enquiries within days