Following Nido Petroleum's successful acquisition of Otto Energy's shares in the Galoc Field, I was asked by the GPC Joint Venture to take on the role of Project Manager for the Galoc Phase 3 Development. This involves a similar two well tie-back to that previously undertaken in Phase 2

Galoc Phase II was a two well tie-back to the existing Galoc Field Development, consisting of two subsea wells tied back to the “Rubicon Intrepid” FPSO. The field is located 40km offshore of the Philippines in 310M water depth.It was my responsibility to safely take the development from a concept, through FEED to final execution and operation. It also involved the drilling of the two new wells and all the difficulties associated with obtaining a suitable drilling rig for a relatively unknown company. I joined Otto Energy at the point where they had just purchased the Galoc Field Company and for the first time become the operator of a producing oil field. At the time, Otto Energy was new to both field operation and project management. I was required to develop all the corporate and project management systems to enable the company to function in its new roles. I had to do this while building a project team and meeting some very tight project objectives. The project took two years from start to finish.Key Achievements The Project successfully achieved its goals with the work being completed on time and within budget. I managed all the Philippine Department of Energy interfaces associated with the Production Sharing Contract (PSC), whilst navigating through a multi faceted and emerging set of regulatory criteria. I maintained Joint Venture Partner updates and reported regularly to the Otto Energy Board regarding the ongoing status of the project.Small companies rely heavily on “Cash-flow” from existing production and every effort was made to manage “production-off-takes” around a tight project schedule. The ongoing project budget was closely linked to continuing operational success. The work involved both green and brown field activities. The planned drilling of an additional exploration well was dropped when the production well drilling programme started to exceed the project budget.

Consulting to Granherne in order to establish and expand their subsea capability. Established a core subsea team and undertook the Upstream Pre-concept select phase for the GDF Suez Bonaparte Development Project. This was a fairly complex study as both Granherne and GDF Suez were relatively new in this region and area of expertise. Granherne through KBR have a distant background in subsea work but much of its systems and methods needed resurrecting and updating. This was quite a challenge on a live project as change doesn’t come easily to any of us. This said the project achieved a mutually acceptable outcome and is now proceeding to the Concept Select Phase. In the process I have won additional subsea work and established a cohesive subsea team for Granherne.

Ichthys FEED Project:-Initially my duties where to produce the ITT packages for the Subsea elements of the Ichthys Field Development, but I was later promoted to Project Manager for the entire FEED Package. This work was completed satisfactorily for all parties. JP Kenny’s role in the project was as a sub-contractor to AMEC responsible for the subsea FEED. My role involved a great deal of liaison between AMEC and the Client INPEX whilst running a one hundred and ten man multi-disciplined project team. The subsea FEED package was completed on time and within budget and the EPCI tenders are currently being evaluated.

The Terang, Sirasun, Batur gas field will ultimately be developed with 9 subsea wells. This is a high profile Indonesian Domestic Gas project valued at more than 1 billion US$. The development is proposed to be executed in two Phases. In the first phase, 5 Terang wells will be developed utilising an FPU, Subsea Faclilities and a Subsea Control System. The FPU is a Lease package and the other two packages are EPCI contracts. The packages include all the usual subsea equipment ranging from an export pipeline, to infield flowlines, manifolds, control umbilicals and all their associated hardware, Christmas trees, risers and finally a hot tap tie-in to the existing EJGPL (East Java Gas Pipeline). The second phase would tie-in Sirasun and Batur two years later.My task within KEI consisted of a one year contract to set-up the project by developing an acceptable design concept and FEED, obtain project approvals and solicit appropriate tenders from suitable contractors. In the process I have produced the project execution plan, developed project procedures and built the project team. I have also trained a local person to ultimately take over my role as project manager. This was part of the original agreement. In this role I have successfully obtained all the project approvals, relating to both the government (BPMIGAS) and the various Share Holders. I have raised and issued all the tender packages and evaluated the same to arrive at a contract award which maintains the corporate schedule and budget; I have also developed and trained a complete project team, which consists of Indonesians, Japanese and Expatriate employees. The biggest challenge with the project was to obtain project approvals in line with BPMIGAS’s PTK 007, which applies to all PSC’s (Production Sharing Contract’s) operating in Indonesia. All approvals required thorough engineering and extensive presentations at all levels.

Scalybutt and Woollybutt South Projects:-Both these developments are tie-backs to the existing Woollybutt Production System. They involve subsea wells tied back to an FPSO via subsea manifolds, flexible flowlines and control umbilicals. I managed the subsea detailed design, fabrication and installation of all the subsea equipment for both projects. I ensured that the project schedule and costs were maintained within the project limits. This work included overall package management, design reviews and approval of the whole system. I also undertook the conceptual work for both projects achieving AFE approval via a “Toll Gating” process.

Pyrenees Field Development:-Managed the successful completion of a Pre-Feasibility Study required for “Toll Gate” purposes for the proposed Pyrenees Field Development Project.Pyrenees encompasses the development of three separate reservoirs Ravensworth, Crosby and Stickle, with excess gas being disposed of into the remote Macedon formation. The base case development concept for Pyrenees comprised a subsea system with 7 multi-lateral production completions, each well individually tied back to a FPSO for processing and offloading of the crude. Lift gas will be introduced to the flow-stream via the well annulus, with gas supplied to each reservoir individually. As a further option, a FPU with crude exported via a rigid pipeline to the Stybarrow deepwater development has been considered. It was my responsibility to ensure that the Pre-Feasibility consultants fully addressed all the conceptual proposals, before arriving at a commercially viable scheme to carry forward into FEED. Extensive decision making with detailed engineering support was required to carefully eliminate impractical solutions.Key Achievements The Pre-Feasibility Project successfully achieved its goals with the work being completed on time and within budget. I developed the final proposed project estimate to arrive at an NPV for the development and presented the overall study findings to both corporate management and the project partners.Management AchievementsThroughout the project I managed the various consultancies involved ensuring that all interfaces were closely addressed. The individual groups ranged from corporate reservoir and drilling teams, through marine and subsea consultants to topside designers and the corporate commercial group.

Scalybutt Development Conceptual Study-Produced various development concepts for the single well completion of the proposed $30 million Scalybutt Field Development, which is a Step-Out Well from the existing Woollybutt production facility. Costed, designed and produced functional specifications for the various options, which include flowlines, umbilicals and the subsea control system. Presented these options to partners and corporate management in order to obtain an AFE for the project.

Woollybutt Project:-Managed the subsurface and subsea elements of the US$190 million, Woollybutt Project. This involved total supervision of the production technology, reservoir development, subsea design including wellheads, Xmas trees and well completion equipment. Also had overall project responsibility for the drilling package (excluding the drilling ops.), which involved the re-entry and side tracking of two existing exploration wells. Coordinated and managed the FPSO contract interfaces with the FPSO leaser. Expedited and facilitated all DOIR (Department Of Industrial Resources) pipeline, drilling applications and environmental issues.

Laminaria/Corallina Project:-Conducted a design audit on the subsea elements of the Laminaria/Corallina Project. Future Developments Manager:Evaluated subsea issues relating to Woodside’s future development options for the NWS (Northwest Shelf) expansion. In the process of this work I developed a subsea dossier, to assist front-end engineers to rationalise all the aspects of a subsea system including new technology, CAPEX & OPEX costs, intervention and standardisation.

The primary function of this role was to meet corporate targets and improve the overall performance of the company’s oil & gas group within West Australia. I also headed up the marketing efforts in both the Local and South East Asian Regions. Each year I prepared an annual Business Plan that through discussion and negotiation was consistent with the Corporate Strategic Plan. This plan also included an Expense Budget, which in aggregation exceeded $40million. This amount represented some 25% of the company’s total expenses.In addition I spent a significant amount of time fulfilling responsibilities as a member of the Executive Management Committee. This included determination of Corporate Values, formulation of Corporate Business Plans and resolution of general management issues. I was also required to present reports to the Board of CMPS&F on particular regional issues.Key AchievementsMy greatest achievement at CMPS&F was the successful execution of the Goldfields Gas Transmission Pipeline Project for which the company had the EPC contract. I was the Project Director for this work which employed 350 engineers here in Perth.I also opened a regional office in Jakarta, which was fully supported both technically and commercially from the Perth office. This office earned 8% of my regions total revenue within the first twelve months.Management AchievementsWhen I joined the company it had a great deal of pipeline experience, but very little was documented. I instigated and managed the production of Corporate Project Management Procedures which were ultimately used throughout the company.By introducing the use of CTR’s (Cost Time Resource) planning and Project Risk Analysis I successfully reduced the Divisions exposure to change.I negotiated Joint Venture Agreements with other complementary companies both nationally and internationally.

Set up a new regional office for Davy John Brown in Perth, Western Australia. Carried out all the marketing activities for the region and selected personnel for the core engineering teams. Developed and implemented a Business Plan for the region.Within nine months we were turning over an average of $1.1million/month in consultancy fees and my work force had grown from six people to two hundred plus personnel.Marketing regions covered:• Local Western Australian Petro-chemical Industry• South East Asia including Kuala Lumpur, Jakarta, Singapore and IndiaKey AchievementsI developed the Regional office, to become a viable concern producing 8.7% profit in less than twelve months. Our annual turnover for the first year was $13.3 million.Within 18 months the whole of Davy John Brown or more specifically Trafalgar House was taken over by Kvaerner and as a result my position became redundant.

Gryphon Field Development Project:-Managed the subsea contracts for the 170 MMBOE Gryphon A Project. This was a fast-track FPSO project with the total schedule from conceptual design through to first oil taking only twelve months. The project was one of the first of its kind and broke new ground in marginal field development. It was also a very successful project, primarily because it utilised the then less than popular Project Management Process of “Alliancing”. This involved a complete gain-share-process, which in this case was extremely effectively.The approved project FDP (Field Development Plan) was for 10 production wells (max. oil production was 100 MBOPD and 16 MMSCFD Gas) and 4 water injection wells (300 MBOWPD). Oil storage capacity was 510MBBL’s. The FPSO was a new build hull with internal turret and was permanently moored.I also provided operational support for several months following the FPSO start up. Part of this role was to provide operational maintenance and technical support to the ongoing drilling program.

South Morecambe Enhancement Project:-Managed a multi-disciplined team of engineers through out the design, construction and installation phases of a gas compression project.

Managed a project to retrofit subsea Emergency Shut Down Valves in the FLAGS pipeline system. This was a safety initiative following the Piper Alpha disaster. Managed the design, fabrication and installation contracts. Produced all tender board submissions both for the original contracts and any subsequent variation orders. Total contracts valued at 60 million pounds sterling. I also handled all the government and company interfaces.

Obtained and managed various topside and subsea engineering projects, for leading clients within the North Sea Oil & Gas Sector.

Cleared Conoco's 1987 out-standing pipeline reporting requirements to the Department of Energy. Undertook a flowline Abandonment study. Prepared an application for Works Authorisation for three new subsea pipelines for the Lyle Field.

Design and construction of the NLGP (Northern Leg Gas Pipeline), including the Statfjord Spur Line. Specifically the pipeline design and the subsea isolation valves.Construction of the Clyde Oil and Gas pipelines.Hook-up and commissioning of the Clyde Platform.

Task Force leader investigating problems with the isolating and non-return valves in the MOL (Main Oil Line) systems of the Forties Field Platforms.Forties Alpha Shut Down Co-ordinator. Well completion design of Forties wellheads.Mud-pump failure investigation and system redesign.Gas Compressor failure investigation and refurbishment.Crane slew-ring failure and rectification.Nitrogen plant retrofit.MOL pump bearing seal failure investigation and rectification.