Dan Bravo Maintenance deep dive
Transcription
Dan Bravo Maintenance deep dive
OCTOBER 2014 MAERSK OIL Dan Bravo Maintenance deep dive 18 Going for growth 4 Financial forces 8 Decades of delivery Engaging to win 11 14 4 CAPITAL MARKETS DAY New strategy update from leadership 8 FINANCIAL FORCES Interview with new CFO Graham Talbot 11 DECADES OF DELIVERY 20 years of oil from Al Shaheen 4 14 ENGAGING TO WIN UK government introduces new allowance to support uHPHT investment 17NEWS IN BRIEF New rig in Denmark; Angola ministerial visit 18 DAN BRAVO Maintenance deep dive 8 20SIMPLIFICATION IN PRACTICE How Maersk Oil can get simply better 22GLOBAL BUSINESS UPDATE Exploration, production and development news 24A DAY IN THE LIFE OF... Meet Johannes Botha from Angola OCTOBER 2014 MAERSK OIL 11 Dan Bravo Maintenance deep dive 14 Going for growth 4 Financial forces 8 Decades of delivery Engaging to win 11 14 14 Cover: Diving work in the Danish North Sea Content Editors: Daniel Canty & Charlotte Holst e-publication: Tina Hentley/Papermint Brand Manager: Susanne Gylstorff Layout: Maersk Oil Design Team Printed on Claro Silk paper. Please send any comments and feedback to: [email protected] or [email protected] October 2014 17 The Source 3 Foreword While the second quarter will be remembered for disappointment in Brazil, a look at the underlying performance of the business results show that our focus on sharper prioritisation and business improvement is having an effect. Our earnings continued to rise on the back of stronger production performance and while we know we will have to battle for every barrel in the journey ahead, we are making headway with our production excellence programme in the core portfolio. I would like to take the opportunity to recognise the hard work and dedication of those many hundreds of colleagues in Denmark, the UK and Qatar and Kazakhstan who have helped deliver an extensive programme of maintenance and asset optimisation over the summer period. They have helped to ensure the continued safe operation of some of our older, but critical assets. Despite the fact that we had no big upsets during the summer shutdowns, the level of high potential incidents and lost time accidents remains too high in our operations. There is nothing inevitable about the safety incidents in our business. We showed, after many months of hard work, that we can deliver with regards to safety, if we place it top of mind in every single task we do – no matter how small or seemingly hazard-free. Incident-Free is not optional or occasional, it’s an imperative that falls on each of us to do the right thing – every time! recent strategy review. When we updated the markets in September, two years on from our inaugural Capital Markets Day presentation, we reflected on a period of significant change in our industry. Although these changes may challenge Maersk Oil, they also present opportunities. I believe we have built a healthy portfolio of diverse world class assets. They include mature assets with untapped future value and major new projects. Sustaining that position in the longer term will require successful exploration, which remains the most cost effective way to build our reserves base. We are currently reloading the exploration portfolio after a period of challenging performance. Combined, these elements will create a strong platform for the business to 2020 and beyond. I would like to explain the important changes to the Maersk Oil Executive Team that have been announced recently. We have reorganised ourselves to be more sharply focused and to accelerate executive decision making behind critical business priorities – namely improving the safety and reliability of our operations; deliver the projects that are fundamental to our medium term growth; and to underpin a successful long term growth strategy in exploration and new business. Good luck for the next few months of the journey. Think safety and act safely in everything you do. I am looking to the leadership to take accountability to make the next step changes towards Incident-Free. Looking forward to the rest of 2014, we will start to bring forward aspects of our Jakob Thomasen CEO 4 The Source Going for growth BY DANIEL CANTY In September Maersk Oil took to the stage to explain its strategy to the international investor and energy analyst community at the Maersk Group Capital Markets Day. The presentation was anchored by CEO Jakob Thomasen, who kicked off proceedings with the headline: “Delivery today, growth tomorrow”. That theme was captured clearly in Thomasen’s assessment of near term critical business priorities: •Continuing to safely improve operational effectiveness to maximise value and production from current assets •Execute the major project portfolio to deliver growth to the end of the decade •Build the foundations of a long-term growth strategy by resetting and reloading the exploration portfolio and considering targeted acquisition opportunities Summarising current performance Thomasen outlined: “There are three main take-aways in the presentation; number one is that, in line with our expectations our production bottomed out in 2013, and we are a growing business again – not an enormous Image: Thorbjørn Hansen The Source 5 increase so far, but as I’ve said before, we are engaged in a battle for every barrel, so the 6% production increase delivered wasn’t inevitable, it is an achievement we’re pleased with,” he said. Thomasen then highlighted the maturation of Maersk Oil’s mission critical projects which will deliver growth – and substantial reserves additions – once they are sanctioned in the coming period. Costs have gone up as projects become more complex and expensive to deliver, but also because the supply side has been overheating for a number of years. The final message to the market was that the target of 400,000 boepd by 2020 remains, though it was stressed that value matters more than volume and producing barrels at any price. “We have an intensive few years of project delivery and execution, and even during this time we insist on double digit returns through the cycle. We are prepared to sacrifice the production target if it doesn’t generate a satisfactory return on investment,” explained Thomasen. INDUSTRY OUTLOOK Contextualising the strategy update in the external market, Thomasen explained that an unsteady couple of years for upstream players had seen costs continue to rise and forecasts on oil prices, by consensus, softening in the coming years. Moreover, a more volatile geopolitical environment made accurate predictions about the future even less certain than usual. “Costs have gone up as projects become more complex and expensive to deliver, but also because the supply side has been overheating for a number of years. Projects have seen a lot of value eroded, causing oil and gas companies to rationalise their portfolios by mothballing and halting projects and retrenching to their home markets.” The impact of the remarkable growth of oil and gas supply delivered by the US unconventionals has also had an important impact on why the oil price outlook is predicted to soften in the medium-term. “Maersk Oil’s response to the changing market conditions is illustrated by refocusing the portfolio which has already seen us reduce deepwater exposure in the US Gulf Maersk Oil is engaged in exploration activities in the Kurdistan Region of Iraq (pictured). 300 million This is the number of barrels of oil equivalent which will transfer from resources to reserves as Maersk Oil’s major projects are sanctioned of Mexico to balance our portfolio a little more towards lower costs and risks, and a growing focus on capital discipline and efficiency for projects about to enter the execution phase.” Thomasen conceded that Maersk Oil could not be entirely immune to rising supply side costs. “However, we come from a good starting point in that regard. We have a steady financial performance, better than our peer group, combined with a substantial low-cost barrel portfolio, a strong project book, spread across a broad range of geographies and geologies, and a really strong demographic in our workforce.” CAPITAL DISCIPLINE Chief Financial Officer (CFO) Graham Talbot used his section of the presentation to explain how the next few years will see the company focus on taking its robust resource base through to reserves, and ultimately through to production. “Approximately 300 million barrels of resources will progress through to reserves as we work our way through delivering our existing project portfolio. Culzean in the UK, Chissonga in Angola and Johan Sverdrup in Norway will all come on stream towards >> 6 The Source the 2020 mark, so there is a line of sight, albeit with a pretty major kick up towards the back end of the decade, towards the 400,000 boepd target,” Talbot said. The CFO took the opportunity to assert that Maersk Oil has delivered, and will continue to deliver, substantial financial contributions to the Maersk Group. “On an underlying basis Maersk Oil has contributed about USD 7.5 billion to the Maersk Group over the past five years, and we aim to deliver consistently at that level in the coming years. “ He added that maintaining double digit returns will be challenged by the magnitude of the investment program through to 2020. “Peak capital expenditure will occur when both Chissonga and Johan Sverdrup are in their execution phase. In simple terms we will make significant investments in our portfolio over the next few years, in the range of USD 3 - 5 billion annually, but will only see the revenues from those investments towards the end of the decade.” OPERATIONAL EXCELLENCE Gretchen Watkins, Chief Operating Officer, highlighted the three key foundation pieces of Maersk Oil’s business strategy. “They are built firstly on safety and Incident-Free. Secondly, on technology, where Maersk Oil has an industry leading position in deploying technology to unlock complex resources. And thirdly our people,” she said. Watkins spoke of a diverse portfolio, across eleven different countries, and said that whilst the company has many mature assets, there remains a lot productive life left in them. She also highlighted particular efforts in the Danish North Sea where a dedicated production programme continues to make a significant impact on a declining production profile – at relatively low investment cost per barrel. Golden Eagle (left) in the UK is preparing for first oil towards the end of 2014 and Chissonga, in Angola (right) is approaching sanction. Low cost barrels Speaking at the Capital Markets Day, Chief Operations Officer Gretchen Watkins explained how, by focusing on production excellence, Maersk Oil has seen an improvement in production of around 30% in some Danish North Sea assets. “This is a great example of adding what are very low-cost barrels to production and of how natural decline in mature fields can be softened to produce great value for Maersk Oil. We are well under way with Operations Excellence but there is more we can do to improve our performance, and this will be a key area of focus in the next three to five years. "Adding production through enhancements is a really effective way of enhancing value – typically at costs below USD 10 per barrel of oil." Maersk Oil’s portfolio priorities The Source 7 “We are more exposed to oil than gas right now, but you will see that, towards the end of the decade, that we will have more gas in our portfolio, and that’s primarily the high pressure, high temperature Culzean project in the UK coming onstream. This is just one example of where we are in the process of pulling projects through the development portfolio, as well as in Iraqi Kurdistan, Kazakhstan, and others.” Three projects in execute, namely Golden Eagle (UK) Jack (US) and Tyra Southeast (Denmark), represent a net CAPEX for Maersk Oil of over USD 2 billion and will all deliver first hydrocarbons in 2014 or 2015. Projects which are approaching sanction stage of their lifecycle in 2014 and next year include Culzean, Johan Sverdrup, and Chissonga. “These projects represent a significant chunk of the CAPEX out to 2020, but also the lion’s share of the 300 million barrels of oil equivalent we’ll add to the resource base in that time too," she said. "Overall, we will remain faithful to our areas of expertise, while continuing to improve our skills and competencies in some step out areas like deep-water and high pressure – high temperature gas," concluded Watkins. Maersk Oil entitlement production in 2013 and 2020 Hydrocarbon pe (%) Oil Gas Location (%) Deepwater Shallow water Operatorship (%) Onshore OECD/non-OECD (%) OECD Non-OECD Operated Operated by others 100 100 100% 100% 80 80 80% 80% 60 60 60% 60% 40 40 40% 40% 20 20 20% 20% 0 2013 2020 0% 0% 0 2013 2020 Gretchen Watkins described the portfolio journey as an evolution, not a revolution 2013 2020 2013 2020 Note: Future production excludes contributions from Exploration portfolio MAXIMISE VALUE FROM HERITAGE ASSETS • Denmark • Qatar • UK • Algeria STRENGTHEN EXISTING POSITIONS • Norway • Kazakhstan • Iraqi Kurdistan • Angola MANAGE FOR VALUE • Brazil • US Gulf of Mexico • Greenland 8 The Source Financial forces BY SAM CAGE & DANIEL CANTY Unprecedented times in the oil industry bring unique opportunities. And Maersk Oil is in a good place to potentially take advantage of some of these, according to its new CFO Graham Talbot. “We have set out clear expansion plans, with a target to grow production within our capability skill set, as long as we generate returns in excess of 10% on invested capital”. “I don’t think I’ve ever seen this amount of portfolio restructuring in the industry in my career, it’s something that’s quite exceptional and unique at this scale,” says Talbot, who started in the role earlier this year, having previously held senior roles at Shell and BG Group. The statistics reflect this sentiment. The aggregate value of oil and gas assets and companies up for sale in Wood Mackenzie’s mergers and acquisitions deal pipeline stood at a staggering US$331 billion in mid-September. “With that comes opportunity, given that we are part of a conglomerate with a longer-term shareholder value focus than many other oil and gas companies.” SQUEEZED MARGINS One of the major themes in the oil industry over the last 12-18 months has been diminishing returns, resulting in companies streamlining their portfolios and more assets coming up for sale. The difficulty of getting oil out of the ground now – whether due to deeper water, or reservoir type, and the techniques needed for extraction – means the process is proving to be a lot more complex, expensive and difficult to forecast. For companies, the technology now required is often new and that means more surprises, and generally more negative than positive. hyper-sensitive, as break even points are much higher. In short, there is a lot of change on the cards. CYCLICAL BY NATURE Talbot who has travelled the world in the oil industry, including stints in London, Dubai, the Netherlands and Kazakhstan – and running multi-billion infrastructure projects in his native Australia thinks differently and that the industry remains in its usual cycle, but with a broader time spread between supply and demand adjustments and more moving parts influencing both elements. "Needless to say, companies need to adjust to these uncertainties, and basics such as reducing portfolio risk and cutting back on capital commitments to reduce financial risk and return funds to shareholders are all valid responses. The other valid response is cost management. If you cannot materially influence your revenue line then you must focus on cost to ensure that you maximise That has led some industry executives and commentators to speculate that the margins and remain competitive both in terms of value delivery and as a partner of industry will change fundamentally, due choice by resource holders," he says. to the cost pressures and difficulty of extraction, with the oil price becoming The Source 9 “I don’t think what we are seeing is a completely new reality, but certainly the range of economic pressures combined with the level of political and technical challenges point to something a bit more complex than we have perhaps seen in the past. Do I think it means the end of cyclicality we are used to - no. Are there new risks or opportunities inherent in not reading the signs and making tough choices – absolutely yes.” $331 billion Wood Mackenzie’s global mergers and acquisitions deal pipeline in midSeptember 2014 10% Maersk Oil is committed to generate at least a 10% return on capital invested over the cycle “There is a reason people want to sell these assets. If we keep our eyes wide open to what those reasons are, and we can find a competitive advantage in how to manage those assets differently and extract additional value then great.” VALUE DRIVEN Whether the industry is changing forever or not, the current state of the market is still something Maersk Oil can take advantage of. There is also an adjustment to the oil and gas industry’s traditional model of holding assets for the full chain of discovering assets, extracting then decommissioning. For Talbot, it is time to start looking at things differently. He believes the focus should be clearly on the economics – rather than simply extracting as much oil and gas as possible, look at the bottom line of how much money is made on the barrels produced. This can mean buying into and selling out of operations rather than holding them for their full lifecycle, as well as looking at opportunities as an investor and putting faith in another company to run the operation. “Many companies are looking to more “active portfolio management” as a response to the changes in the industry. This is often easier said than done, we often build an emotional attachment to the assets in our portfolio, this is understandable but can sometimes make it hard for people to make the tough decisions to either shut them down >> Many companies are looking to more “active portfolio management” as a response to the changes in the industry The Jack - St Malo FPU moored in location in the U.S. Gulf of Mexico. Image: Chevron. 10 The Source or sell them if this delivers the best value for the company. Personally my primary interest is... Can we make money out of it – safely and responsibly - that’s the question,” Talbot says. “We’re in the business of making money and therefore, getting barrels out of the ground is pretty important, but you have to be able to get them out profitably. “ A mid-sized company like Maersk Oil has to take carefully calculated risks to grow and this can mean working as an investor in fields which others operate, or getting involved at a point when others are hesitant. “As an industry we’ve never really learnt that if everyone invests at the same time when commodity prices are high it pushes up costs. This in turn reduces returns and then when commodity prices soften everyone stops investing and costs come back down. That then leads to improved returns on projects and investment returns to the market and the cycle starts over again. As an industry we seem to do it year after year," Talbot says.,” Talbot says. PORTFOLIO PLAYER “That’s an area where we are uniquely positioned – we can be somewhat countercyclical and contrarian in the market in terms of our portfolio,” he adds. “We are a valid player in the market and we have a good balance sheet through the Group. We have money to invest. We have very clear intentions around growth. “So, it’s a matter of finding the right things at the right price which strategically match up with what we want to do and how we want to grow.” Climbing the summit Talbot draws a parallel between process and outcomes away from number crunching: “A while ago I climbed Mount Aconcagua in the Andes. It’s the highest mountain in the western and southern hemispheres and the summit sits just under 7000m. Many people, especially on the first attempt, fail to reach the summit. By planning everything rigorously and to the finest detail, and training for a year in advance, I was able to achieve my goal. In that sense, the implementation of the optimum process directly influenced the outcome - making it to the summit and back alive! It should involve less physical stress, but that’s what getting SAP right is all about. Embrace the process now and the desired outcome will follow. The three letters S-A-P generally attract strong responses from people. As a newcomer in Maersk Oil CFO Graham Talbot recognises the considerable distance travelled on the business improvement journey but sees scope for further change. SAP is an Enterprise Resource Planning (ERP) system and the real value comes from the integration of processes across the business. Although SAP does have several pure finance modules it also has a lot of other functionality which needs to be owned and developed by the respective business areas. Successful implementation of SAP can be extremely difficult, I have been involved in several implimentations, some good and some not so good. The big lessons I have learnt are (1) Minimise customisation, and (2) Do not under invest in change management. So in the context of my climb, create a plan and stick to it and invest heavily in training. “My challenge to people is: don’t get down on SAP, in fact don’t even focus on SAP – focus on the value that comes out of the process. What is the most efficient way of executing a process and what tools do I need to execute it? SAP will most likely be part of that toolkit,” Talbot says. “I want people to be a bit more proactive around this and work towards a culture of continuous improvement in Maersk Oil. I want people to feel that they own the process, not SAP is the process and it’s driving them. We need to change that around. We are experiencing growing pains. We are past the point where we can do everything ad hoc. You need to be able to allocate capital, execute projects, measure performance and manage staff, consistently across the organisation that’s not optional.” The Source 11 Decades of delivery Oil first flowed from the Al Shaheen Field in 1994 and this important 20 year anniversary has given Maersk Oil good reason to celebrate more than two decades of partnership and collaboration with Qatar Petroleum. ABOVE LEFT Saad Sherida Al-Kaabi, Managing Director of Qatar Petroleum, joined Jakob Thomasen at a commemorative town hall meeting to celebrate the 20th anniversary since first oil flowed at Al Sheen in Doha in early October. ABOVE RIGHT H.E. Dr Mohammed bin Saleh Al-Sada, Minister of Energy and Industry and Chairman of the Board of Qatar Petroleum experiences the first class facilities at Maersk Training in Svendborg. RIGHT The Minister and his accompanying delegation were received by Ane Mærsk Mc-Kinney Uggla, Chairman of The A. P. Møller and Chastine Mc-Kinney Møller Foundation, Nils Smedegaard Andersen, Chief Executive of the Maersk Group and Jakob Thomasen, CEO of Maersk Oil in Copenhagen. BY DANIEL CANTY photo special 1 12 The Source To mark the 20th anniversary since first oil was extracted from the Al Shaheen field, offshore Qatar, in May Maersk Group kicked off a series of celebratory events taking place this year, hosting a senior energy delegation from Qatar. The delegation visited Esplanaden and Maersk Training’s facilities at Svendborg and was led by H.E. Dr Mohammed bin Saleh Al-Sada, Minister of Energy and Industry and Chairman of the Board of Qatar Petroleum. »The achievements of the past are considerable, but we were keen to show we are better prepared to face the future than ever before« “We were honoured to receive the Minister and his accompanying delegation, and I was particularly delighted that the Corporate Technology and Projects (CTP) team here in Copenhagen were able to present some of their work on Al Shaheen to our guests. It was good to see positive and engaging conversations,” Thomasen added. In addition to the Ministerial visit, a Lego model of the Al Shaheen A-Location was commissioned earlier this year and has been distributed to Qatar Petroleum and relevant stakeholders. A commemorative book, in Arabic and English, celebrating the 20 years of partnership and success between Maersk Oil and Qatar Petroleum has also been produced, featuring exclusive interviews and archive photography (and the Guinness World Record certificate for the world’s longest horizontal well in 2010). “The achievements of the past are considerable, but we were keen to show we are better prepared to face the future than ever before,” concluded Thomasen. 6 Jakob Thomasen Maersk Oil CEO Maersk Oil and Qatar Petroleum joined together in 1992 to unlock the hidden potential of the Al Shaheen field. Transferring knowledge and experience from the Danish sector of the North Sea and, just over two decades later, the field has produced more than 1.4 billion barrels of oil and contributes over one third of Qatar’s daily oil production. “Al Shaheen is a very large offshore oil field that stretches over a 2000 square kilometre area. Its size and varying geology and oil make it a highly complex field, one that was originally considered too difficult to develop,” says Jakob Thomasen, CEO Maersk Oil. Leadership meeting Dr. Al-Sada was received by Ane Mærsk McKinney Uggla, Chairman of The A. P. Møller and Chastine Mc-Kinney Møller Foundation, Nils Smedegaard Andersen, Chief Executive of the Maersk Group and Jakob Thomasen, CEO of Maersk Oil in Copenhagen. 3 Maersk Oil and Qatar Petroleum joined together in 1992 1) Maersk Oil Qatar’s brand new facilities glisten in front of an Arabian Sunset in 2009. 2) Inauguration ceremony of the Al Shaheen offshore facilities in 1998. Attended by H.E. Abdulla Al Attiyah, Qatar’s then Minister of Energy and Industry. 3) Ane Mærsk Mc-Kinney Uggla, Chairman of The A. P. Møller and Chastine Mc- Kinney Møller Foundation meets H.H. Sheikh Tamim bin Hamad al-Thani, Emir of Qatar. 4) Maersk Oil’s CEO Jakob Thomasen (2nd left) pictured with Qatar’s former energy minister (4th from left) H.E. Abdulla Al Attiyah at the facilities inauguration in 1998. 5) Maersk Oil Qatar employees in Doha, 1999. 2 4 5 7 8 6) Mærsk Mc-Kinney Møller (front left), the last of the family dynasty Maersk Group CEO’s touring the Al Shaheen facilities. 7) H.E. Dr Mohammed bin Saleh Al-Sada, Qatar’s Minister of Energy and Industry with Maersk Oil CEO Jakob Thomasen at the Digital Core Lab inauguration in January 2014. 8) Maersk Oil CEO Jakob Thomasen peers through as microscope on a Maersk Oil offshore platform. 9) Maersk Group CEO Nils Smedegaard Andersen receiving a commemorative gift from H.E. Dr Mohammed bin Saleh Al-Sada, Qatar’s Minister of Energy and Industry during his visit to Copenhagen. 9 14 The Source Engaging to win BY JONATHAN MILNE The Source 15 2008 Discovery of the Culzean uHPHT field After months of dialogue between the industry and HM Treasury in the UK, on 19 March, the Chancellor George Osborne announced a consultation that would allow significant allowances for uHPHT fields in the UK North Sea, like Maersk Oil’s Culzean gas project. Maersk Oil stands to benefit from the new allowance introduced by the UK Government, to support investment in ultra high pressure/high temperature fields. The proposed change to the UK’s fiscal landscape evolved over time and Maersk Oil played a leading role for the industry in securing this longer term opportunity through smart stakeholder management. 49.99% Maersk Oil’s interest in Culzean the UK’s gas demand by 2020/21. The next steps were to deliver on that potential by overcoming the technical and economic challenges of the project. WIN-WIN SITUATION The UK Government had already introduced an allowance for high pressure/high temperature fields, recognising that operators needed to be incentivised to explore ‘new plays’ as more conventional opportunities in the basin became rarer. The original allowance was capped at a fixed sum – but no operator had taken advantage of this, suggesting that the incentive failed to meet the needs of the industry. When it was discovered in 2008, the ultra high pressure/high temperature (uHPHT) Culzean gas field, in the UK North Sea, caused a lot of excitement. “We knew pretty much straight away that this could be a very significant discovery. We also knew that it would be very technically challenging to develop. That would inevitably mean high costs,” says Martin Rune Pedersen, Managing Director of Maersk Oil UK. In the following years further appraisal work was undertaken on the discovery, confirming that Culzean was a strong development prospect, with the potential to meet around 5% of »There’s no doubt that the new allowance is a strong example of UK government commitment to the UK North Sea« Martin Rune Pedersen, Maersk Oil UK Managing Director Culzean presented an opportunity for a win-win for both government and industry. A large gas discovery could enhance UK energy security and develop expertise in the emerging play of uHPHT. For Maersk Oil and other operators to follow, a new uHPHT allowance could enhance project economics and enable a successful development. Effective engagement to drive change would be critical to delivering this winwin. “We first met with HM Treasury officials in April 2013 through the Fiscal Forum, which brings together operators and government,” says Tom Tildesley, Finance Director, Maersk Oil UK. “We had a good initial meeting which established that an enhanced allowance would be good for UK plc and the wider industry. It was also clear that they wanted to create an allowance that would provide the proper incentive for development. From then on, Maersk Oil, together with Oil & Gas UK (the UK’s industry representative body) steered an industry-wide response to the type of allowance that would work. This consensual approach worked well and was appreciated by HM Treasury.” IDEAL TIMING The timing of discussion over the uHPHT allowance also chimed with a wider piece of work being undertaken by Sir Ian Wood (founder of Wood Group) on behalf of the UK Government, examining how to maximise economic recovery on the UK Continental Shelf. Some of the >> 16 The Source Increased focus on external relations BY IDA CHRISTINE BRUN Meetings with industry partners and government have always been immensely important. Maersk Oil has, in recent years, revitalised the attention and resources focused on external stakeholders. One of the key architects of further embedding this is Matthew Wilks, Chief Commercial Officer. Wilks highlights that stakeholder influence is a critical business enabler and provides Maersk Oil with a major competitive advantage. “In the industry, 73% of all project delays have been due to ‘above ground’ or non-technical risks. With the increasing complexity of our operated and operated-by-others (OBO) business, we need to understand and respond to the changing needs of our partners, regulators and host governments. Enhancing our external orientation and successfully influencing our stakeholders is essential to achieve our business objectives,” says Wilks. DEVELOPING COMMERCIAL MINDSETS Stakeholder engagement is a mandatory part of successful project development and execution for Maersk Oil as an operator. An example of timely stakeholder engagement is from the UK, where Maersk Oil, as operator of the Culzean project, engaged with the government while it was working on a new HPHT allowance. However, it is equally, if not more, important to ensure good relationships and mutual understanding with partners for projects operated-by-others as this is one of the ways to influence the project’s direction. “Improved stakeholder understanding leads to a deeper relationship, which leads to increased influence. Increased influence amplifies the power to deliver our operational objectives, and ultimately, this is what will create value for our company,” says Wilks. Wilks has sponsored leadership courses that provide leaders in Maersk Oil with the opportunity to develop and test their commercial mindset, as well as their understanding of how stakeholder engagement can enable business. Going forward Maersk Oil will address the minimum requirements for how we work with our external relations and aim for a best-practise approach in proactively planning interactions with stakeholders. Matthew Wilks Chief Commercial Officer 5% of UK gas by 2021 key themes in Sir Ian’s final report aligned well - better cooperation between HM Treasury, the Department of Energy and the industry; and the need to develop new and emerging plays. “There’s no doubt that the new allowance is a strong example of UK government commitment to the UK North Sea in general, but also to Sir Ian’s report in particular," says Martin Rune Pedersen. "It’s one proof point that they are taking action to stimulate investment and work more closely with the industry. From that point of view, the timing of the discussions about the allowance was excellent, as it gave the government a great platform to illustrate their commitment,” he adds. Maersk Oil is currently actively engaged in the consultation process, working with industry peers and government to deliver a fiscal outcome that can meet the needs of the UK, the industry and further the aim of maximising economic recovery in the UK North Sea. (Left to right) Danny Alexander, the Chief Secretary to the Treasury, Martin Rune Pedersen, Managing Director, Maersk Oil UK, with Sir Ian Wood. The Source 17 NEWS IN BRIEF Investing in the Danish North Sea Sam Turner drilling rig Rig type Jack-Up Build 2014 A rig worker shows visitors around the Noble Sam Turner while docked in Esbjerg. The Noble workers have been through Maersk Oil’s Incident-Free training to further strengthen their safety awareness. Water depth 122 m Maersk Oil’s Danish Business Unit has contracted a new advanced drilling rig, aimed at finding and recovering reserves in one of its key business areas. The Noble Sam Turner drilling rig, named after an employee of Noble, can accommodate some 150 workers - nearly double the capacity of a regular facility - drill more complex wells and manage under highpressure and high-temperature conditions. “The Danish North Sea contains substantial volumes of oil and gas. However, some of the remaining reserves are trapped in complex reservoirs, which make drilling more challenging. With the new drilling rig, we get advanced technology, which is necessary to safely get to the more challenging oil and gas,” said Mark Wallace, Managing Director of Maersk Oil’s Danish Business Unit. The rig is part of a wider investment programme aimed at finding and recovering more reserves of oil and gas in the Danish part of the North Sea. Angolan minister Drills to Win with Maersk Oil Maersk Oil’s stand at FILDA, the largest exhibition in Angola, received a prominent visitor during the six day-exhibition. The Angolan Minister of Petroleum, José Maria Botelho de Vasconcelos is pictured (Left) challenging Maersk Oil’s Managing Director for Angola, Anders Damgaard, in a drilling game called ‘drill to win’. A record number people participated in FILDA, which made the exhibition an excellent place for Maersk Oil to show its commitment to Angola, attract potential new talents and build awareness of its activities in the country. Length 70 m Drilling depth 10,600 m Breadth 84 m 18 The Source Dan Bravo Substantial volumes of oil and gas remain in the subsurface of the Danish North Sea, but recovering them is technically complex and requires work above and below water. Dan Bravo Rationalisation - a challenging three-year project that has reached its midway point – is an example of the complex subsurface and diving work regularly carried out by Maersk Oil’s Danish Business Unit. The project, which will rebuild Maersk Oil’s first-producing platform, Dan Bravo, also involves the conversion of the manned platform into an unmanned platform and is the first of its kind in the Danish North Sea. The diving work with its challenging subsea removal and installation is an important part of the project. BY KIS SØEGAARD “It is an example of the technically complex work that Maersk Oil, as the mature field operator in the Danish North Sea, is taking on to chase the barrels,” says Mark Wallace, Managing Director of Maersk Oil Danish Business Unit. “When it is finished in 2015, it will have rejuvenated a complex that dates from 1972. The overall aim of the project is to extend the life of an already old platform to 2042. Giving it a lifetime of 70 years would be an achievement we can be proud of,” he adds. SIZING UP THE JOB When it is finished in 2015, it will have rejuvenated a complex that dates from 1972. Mark Wallace, Maersk Oil DBU Managing Director Subsea work on the Dan Bravo Rationalisation began in 2013 with divers using photogrammetry – the process of obtaining measurements from photographs – to get accurate data on the dimensions for reinforcement clamps and a new conductor level for the Dan A platform. “The structure is very complex, not least because it has been extended over the years as more oil and gas were discovered. We needed detailed information in order to fabricate to the most stringent requirements and photogrammetry was the ideal technology for this,” explains Project Manager Jakob Knudsen. The Source 19 FAST FACTS: DanBravo • Th e Dan Bravo platform, from which production began in 1972, is Maersk Oil’s first. All parties involved have outperformed expectations, especially given we are doing work that has not been done before and up to 40 metres below sea. •Maersk Oil originally ordered the Dan Bravo complex from the US for the Kraka Field in the Danish North Sea, but it was installed in the more promising Dan Field instead. •Four platforms – A, B, C and D – make up the complex. The Dan B platform is the production hub, while Dan A is a wellhead platform. Fitted aboard a remote operating vehicle – which the team refers to as an “underwater flying saucer” – a special camera took thousands of images of the platform’s structure. These photos were then converted, using a software program, into 3D images. In turn, the images were used to develop detailed designs for the conductor level and clamps, ready for installation this summer. from a diving support vessel. Using oxy arc and diamond wire cutting equipment, they have been removing Platform A’s existing conductor guide levels. They will then install clamps to preserve the structural integrity of the platform and the new conductor level. In total, 110 tonnes of reinforced metal will be used to reinforce the platform. Finally, the divers will fit a new boat landing to Dan B. This year’s diving work began in midApril and the first of two stages was completed in July. “The majority of the work has been on the Dan A platform, which has challenges with respect to fatigue. Back in the 1970s when it was built, people were not as familiar with fatigue as they are now and as our knowledge has grown we have developed innovative technical solutions to extend the lifetime of production from the field,” explains Knudsen. The second stage of the 2014 campaign began at the end of July with divers working at greater depths of up to 40 metres. WORKING BELOW THE WAVES Divers have been working to a depth of some 20 metres, two at a time, “We are more than half way through the diving work on the Dan Bravo Rationalisation and all parties involved – designer, fabricator, diving contractors and the project team - have outperformed expectations, especially given we are doing work that has not been done before and up to 40 metres below the surface,” says Knudsen. DEEP DIVE: Diving work in Maersk Oil’s Danish operation • The diving work in connection with Dan Bravo Rationalisation is one example of the extensive underwater activity required in a mature field operation. •Maersk Oil carries out diving inspection on platform jackets bi-annually. •81 days are expected to be spent on diving in 2014. 20 The Source Managing complexity and embracing simplification Sixty of Maersk Oil’s top leaders met in June for the annual two day extended leadership team offsite. The 2014 theme was Simply Better. But what does that mean in Maersk Oil? We asked six members of the ELT... MARK FOTHERINGHAM Director Engineering and Projects in Maersk Oil UK What does simplification in practice mean to you/your function? Simplicity is complex to deliver whilst complexity is simple to achieve. What I mean by that is through the process of growing, expanding, learning and improving we strive for oversight, assurance, repeatability and best practice and in doing so, with good intent, we create complexity, erode simplicity and stifle agility. The unintended consequence is mediocre performance in aspects of our business. What simplification opportunity excites you the most? What excites me right now is the opportunity here in Maersk Oil UK to drive the attributes of simplicity and agility STEVE HADEN Head of Corporate Drilling in Maersk Oil through the Facilities and Projects department. We have the opportunity, whilst maintaining company and industry standards, to simplify our execution plan, simplify our contracting strategy and simplify our organisation. This is absolutely in the mind-set of "simply better" and firmly in the interests of the UK Continental Shelf as a whole, which risks becoming uncompetitive in a global market. What does simplification in practice mean to you/your function? For me, simplification is about putting the clarity into an organisation that drives prioritisation and focus. What simplification is not, is making things simple. It is a complex business and we need to ensure that our processes and practices are well understood by the workforce and that they effectively improve our ability to deliver safely, consistently, and reliably. NICOLA MCINTOSH Corporate controller in Maersk Oil Corporate Finance What does simplification in practice mean to you? The fundamentals of the Finance function are to have one global way of working so that we can deliver value adding reporting, which enables effective decision making. We aim for globally applicable processes and standards which facilitates consistency across the business units. Where you I seen concrete examples of that in Maersk Oil SAP allows for each business unit to be compared against another, we can then drive improvements so that together, we can strive for best practice behaviour. The Global Process Owners in SAP are a key player in delivering and driving the global template, it is their role to ensure that each location will work towards the same goal of having one SAP. We have many examples of global teams coming together to seek the common and best solution, these people come from each business unit with the drive and determination to take Maersk Oil and SAP forward. Where have you seen concrete examples of that in Maersk Oil? The effort in Qatar, within the wells teams, to drive an incident-free culture across the four drilling rigs now operating for us. The team has developed a very clear and engaging message and ran several key workshops to ensure our contractors understood our commitment to safety and our expectations of them. The message has been continuously reinforced during the drilling campaign through various leaders, during field visits. that to the outside world creates the illusion of grandeur and uniqueness. Simplification to me is the ability to KISS (keep it simple stupid) through the ability to first understand complexity then create clarity and transparency for the things that really matter in our endeavours. GLENN BROWN Head of Corporate Subsurface in Maersk Oil What does simplication in practice mean to you/your function? Simple comes to me in many forms, the common aspect is that “I know it when I see it”. We work in an industry that spends big money, looks for mega solutions to many of the problems we face, often resulting in grand designs, millions of consulting dollars and missing the small stuff that makes it all work. We over complicate our business with language, and three letter acronyms, Where have you seen concrete examples of that in Maersk Oil? The UK Flyndre field was discovered in 1974 and straddles the UK/Norway median line and Cawdor was discovered in 2008. The complexity arises in bringing forward a business solution for what were marginal stranded discoveries. Whilst the subsurface and water depth environment are relatively benign the discoveries straddled two regulatory governments (Norway and the UK) across three licence blocks in three separate reservoirs. Added to this is a stakeholder environment including seven co-venture owners which do not always have aligned business priorities. The role of the UK development team is to bring technical solutions to the table with countless permutations of commercial options tabled and evaluated. This has been simplified into a single acceptable development solution, consisting of a co-developed subsea tie-back to the Talisman Sinopec Energy UK Limited operated Clyde platform. Flyndre will be developed with a single production well. The Cawdor field will be developed initially with a single production well, with potential development of two further wells based on field performance. NOËL LENEHAN Head of Global HR Operations ALAN MCINALLY Head of Subsurface in Maersk Oil Qatar Where have you seen concrete examples of that in Maersk Oil? The formation of the new Production Optimisation team, which integrates surface and subsurface engineers, has greatly simplified the interface between the reservoirs and wells to the surface facilities, improving communications and breaking down some old silos. The new setup now allows much faster optimisation of oil production and water and gas injection across the full production system from reservoir to the floating, storgae and offloading (FSO) system. We see gains in production and injection on a daily basis from this approach. Where have you seen examples outside Maersk Oil that has impressed you? In terms of other sectors, one company that sticks out in my mind is IKEA. I was in the Qatar store the other day and, with the exception of some signage in Arabic, and Shawarma on the menu in the cafeteria, I could have been in any other IKEA in the world. As a customer they automatically guide you through the entire store in one flow. When you buy a piece of furniture in flat-pack the assembly methods are standardised and simple. I think the assembly instructions are the best examples for us in the oil industry. The simple pictorial instructions mean that pretty much anyone in the world could safely assemble a piece of IKEA furniture. What simplification opportunity excites you the most? I think the simplification opportunity that excites me most is the remote operation, automation and control of facilities offshore from onshore. In conjunction with our new collaborative working environment, this has the potential to further improve and optimise production and injection through greatly speeding up changes to our operational settings. What does simplication in practice mean to you/your function? Simplification for both HR and the business, means having fit for purpose processes and ways of working together that are intuitive and transparent. Where have you seen concrete examples of that in Maersk Oil? While I am still relatively new to Maersk Oil, my impression is that the Maersk Oil intranet site is quite straight forward and easy to navigate. Once you are shown where some of the information is kept there, it’s not hard to find your way around the information you need. What simplification opportunity excites you the most? I think by becoming clearer, more systematic and transparent in the decision making process around people deployment, we will overcome a source of frustration that exists in Maersk Oil today, and that would be a really useful accomplishment. FOR MORE: Go to the e-publication and see the full answers from the six managers. GLOBAL BUSINESS UPDATE PRODUCTION AND DEVELOPMENT The operated production in Q2 2014 was 523,000 barrels of oil equivalent per day, 3% lower than in Q2 2013 mainly due to maintenance shutdowns. Maersk Oils entitlement share was on average 235,000 barrels of oil equivalent per day, 4% higher than in Q2 2013. Project development continues to be a top priority for Maersk Oil and progress in Q2 for all major projects remained in line with expectation. This included Johan Sverdrup in Norway, the 2012 Development Plan for Al Shaheen in Qatar, Culzean and Golden Eagle in the UK, Chissonga in Angola and Jack in the US Gulf of Mexico. ALGERIA In Q2 2014 Maersk Oil had an average entitlement production in Algeria of 36,000 boepd (27,000 boepd in Q2 2013). The El Merk fields being onstream more than compensated for the natural decline in production from the more mature oil fields. ANGOLA In Angola, approval of the development plan for the Chissonga deepwater project is expected later in the year. Bids for the two major construction contracts, the FPSO and the Tension Leg Wellhead Platform, were received in Q2 and are currently being evaluated. BRAZIL Following the disappointing exploration and appraisal results, Maersk Oil has revised its strategy and will no longer pursue growth, or operatorship, for its business in Brazil and has divested its ownership share in the small producing Polvo field to the operator, subject to regulatory approvals. DENMARK In Denmark, entitlement production in Q2 was 57,000 boepd (69,000 boepd in Q2 2013). The production was negatively affected by a major planned maintenance shutdown of all fields for 12 days in June. The Tyra South East development project is on track with installation ongoing at the end of Q2 and production start-up planned for 2015. KAZAKHSTAN In Kazakhstan, drilling and ramping up of production from the Dunga field continues. 125 out of 198 wells in the Dunga Phase 2 project have been completed with a gradual production ramp up planned over the next four years. KURDISTAN In Iraq, Kurdistan, the Swara Tika discovery was declared commercial. An initial plan for development of the field is expected in 2014. In the light of the current security situation in Iraq, Maersk Oil continues to monitor events closely through contact with operators, government and security advisers in the region. NORWAY The Johan Sverdrup engineering and design studies for Phase 1 are progressing according to schedule, with submission of the development plan expected mid-2015. QATAR Entitlement production was 92,000 boepd in Q2 (102,000 boepd in Q2 2013). Total field production in Q2 was 285,000 boepd (300,000 boepd in Q2 2013). The entitlement production was lower due to planned maintenance shutdowns. The FDP2012 project is progressing as per plan. Four wells have been completed during the second quarter leading to a total of 10 completed wells out of 51 planned for the project. UK Entitlement production in Q2 was 43,000 boepd (21,000 boepd in Q2 2013), positively impacted by the return of the Gryphon FPSO during 2013 and improved operational performance of the GPIII FPSO and the Janice Field. The Golden Eagle development project is progressing towards first oil by the end of 2014. The development concept for the high pressure high temperature (HPHT) Culzean project was selected in Q1 this year and subsequently approved by all partners. A five year drilling contract for a newbuild jack-up rig was signed in May. The submission of the Culzean development plan is expected mid-2015. The Flyndre Cawdor development project was approved by the UK and Norwegian authorities in May and is progressing towards first production in 2017. The Source 23 The Blackjack exploration well was completed and is currently under evaluation. The Marconi exploration well is still being drilled, with results expected later in the year. US GULF OF MEXICO The Jack deep-water development project in continues on track towards production start-up by the end of 2014. Appraisal drilling continues at the Buckskin discovery, with results expected later in the year. A Buckskin 4 well is planned to spud later in 2014. HEALTH, SAFETY AND ENVIRONMENT Lost Time Injuries Frequency The number of lost time injuries per million exposure hours 1.50 1.25 1.00 0.75 0.50 0.25 0.00 Q2-13 LTIF 1.02 Based on a 12-month rolling average Q3-13 Q4-13 Q1-14 LTI 11 YTD 2014 PROJECT DELIVERY HIGHLIGHT Kazakhstan: 125 out of 198 wells in the Dunga Phase 2 project have been completed with a gradual production ramp up planned over the next four years. A day in the life of… Johannes Botha Angola Two metres tall and as wide as the door into the office, he is the walking, talking manifestation of the protection and care that his role as security and medical advisor calls for. Opposite Johannes Botha’s desk is a stretcher, which gives the office the distinct air of a doctor’s clinic. Although he is no doctor, he has years of experience treating a wide range of health issues, from diseases and stress, to victims of war - even delivering babies. He has worked all over the world in a diverse array of areas, including the Antarctic, Afghanistan, Iraq, and Jordan and Saudi Arabia. WHAT ATTRACTED YOU TO THIS LINE OF WORK? I joined the military when I was 18 years old and at some point they sent me to a basic medical course and this opened my eyes to my true calling. I find protecting and sometimes even saving lives an immensely rewarding experience. Since then I have done para-medicine, and specialised in aviation, diving, remote and wilderness, offshore, and combat medicine, as well as canine emergency care and instructor ratings, in numerous other disciplines, related to emergency medicine. WHAT ARE THE SIMILARITIES BETWEEN BEING A SECURITY AND MEDICAL ADVISOR IN MAERSK OIL AND A SECURITY OFFICER IN AFGHANISTAN? Within the wide span of experience and the diversity of locations I have worked in, I have found that it is always a matter of treating others as human to human. It goes from the greeting of each other, to the respect and friendliness towards one another. I make a point of seeing all of my colleagues in Maersk Oil and Maersk Drilling every day. I walk the floors. I can see in the flicker of an eye, if someone needs to talk and I am always there to listen, and if they want it, to treat them as well. The treatment is not always necessary. Sometimes being listened to is enough. If someone were in need today, I follow up tomorrow and the week after. I want to make sure that people are safe and well around here. WHAT IS IT THAT SAVES LIVES? It is the basics that save lives. Stopbreathe-think-act! That stops the panic and calms down the nervous system. I think of myself as a tool - I must make the situation better for the person in pain. Sometimes I do it by talking to them, other times by holding a hand and sometimes it is a needle with the correct medicine. Whatever works to stabilise the person, then we have come far. HOW DO YOU FIND WORKING IN MAERSK OIL ANGOLA? My OHS Medical and Security position in Maersk Oil Angola is a welcome return to a context where people don’t want to kill me. I am here to keep people safe. People know that - even if the children are scared of me at first.
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