Cost and Capital Efficiency – Making it Stick
June 2016
Deepwater Gunashli, Azerbaijan
1
How we make the changes stick
Our aim is to create a margin focused mentality irrespective of the price
environment through:
•
Rigorous capital allocation
•
Simplified organisation with strict headcount management
•
Striving for safe, top quartile performance in every basin on cost and
capital efficiency
•
Working with our suppliers to aggressively deflate our costs and
collaborate for the most efficient solution
•
Building a continuous improvement mentality
There is much more to do…
2
Rigorous capital allocation – making choices
Where we spend the money
• Refocusing exploration
Exploration
• No compromising safety or integrity
LTO
• Optimising pre FID spend
Major Projects
• Using defined hurdle rates
Drilling
– New Greenfield projects mid teens return
– Drilling Programmes > 20%
Disciplined choices in several forums
Exploration
Forum
Appraisal
Forum
Area
Development
Plans
• Ability to flex capital spend
Regional
Plan reviews
3
Resetting production cost to top quartile
Upstream Headcount
Production cost $/boe
18
16
Chevron
14
-33%
30,000
Shell
12
Exxon
10
BP
20,000
20,000
10,000
8
6
2010
Total *
2011
2012
2013
2014
2015
2016
estimate
0
2010
2011
2012
2013
Agency
* Total excludes Adco
2014
2015
Goal
BP Staff
4
Improving capital efficiency – drilling execution
% of Top Quartile offshore wells
Day / 10k
Non Productive Time
%
64%
33%
31%
28%
26%
45%
19%
34%
25%
2013
* Source – BP Internal
2014
2015
1Q 2016
2012
2013
2014
2015
1Q 2016
5
Improving capital efficiency – examples
Egypt West Nile Delta* Program Delivering Top Quartile Drilling Performance
(Days/10k ft drilled)
110
1st Quartile
2nd Quartile
3rd Quartile
4th Quartile
Days/10k
West Nile Delta
Taurus Libra
BP-operated
(2015-16)
0
Individual wells drilled in the Nile Delta by all operators
Source: IHS Rushmore
* BP West Nile Delta Taurus/Libra Development well program versus all wells drilled in Egypt’s Nile Delta since 2002
6
Improving capital efficiency – examples
Q204 / Deepsea Aberdeen
Day / 10k
Oman Khazzan
Driving lower cost per well
14.8
50.0
13.4
11.4
31.6
27.3
20.4
Well 1
3rd Quartile
Well 2
2nd Quartile
Well 3
Top Quartile
Well 4
Best in class
2014
2015
2016
7
Working with suppliers to aggressively deflate costs
Reduction range by Sector
Includes 2016 spend (opex + capex)
Well Services
Rigs
RDT
Operations & Maintenance
Logistics
Installation
Fabrication & Construction
Equipment & Technology
EPMS
Engineering Services & Subsea
0%
10%
20%
30%
Reduction as of 3Q 2015
40%
50%
Further reduction
delivered to May 2016
60%
8
Collaborating with third parties
Standardisation & supplier collaboration
Water Injection Manifold
Valves
Expanding competitive source options
Piping
9
Building a continuous improvement mentality
Initiating a step-change to embed continuous improvement into our DNA
Leverage functional expertise within a
regional context
Leverage global processes and cross
functional integration
GWO & Sub surface- $2/ bbl improvement
in Q204 project economics
Tangguh Expansion Project - >$3bn
10
There is more to do..
Reduce Inventory
Step change to reduce
inventory holdings and
optimise our global
warehouse footprint
Increase “Wrench
Time”
Modernise and
standardise systems
Global initiative to
significantly improve
wrench time and
maximise efficiency
across our offshore
operations
Modernise &
standardise our
purchasing systems.
Use big data to
efficiently manage our
business
Optimise Logistics
Create efficiency
across our operations
globally by optimising
the plan and sharing
wherever possible
11
Summary - how we make the changes stick
Our aim is to create a margin focused mentality irrespective of the price
environment through:
•
Rigorous capital allocation
•
Simplified organisation with strict headcount management
•
Striving for safe, top quartile performance in every basin on cost and
capital efficiency
•
Working with our suppliers to aggressively deflate our costs and
collaborate for the most efficient solution
•
Building a continuous improvement mentality
There is much more to do…
12