Optimising Turnaround Planning and

Execution
Mike Rudd
TAR & Planned Intervention Manager
BP Exploration – North Sea Strategic Performance Unit
Content

• Context

• Organisation
− Operations Division
− Functional Expertise

• Simplifying Plan Inputs

− Developing the first pass work list
− Managing growth

• Front End Loading

• Material Management
− People, equipment, tools

• Improving execution efficiency

• 2008 in the North Sea

2
Why is effective TAR Delivery important?

TAR Management is critical to safeguarding our

people and effectively operating our plant:

- Investing in plant integrity and reliability

- Using technology to continuously improve
- Following clear work management processes
which are consistently and rigorously
implemented
- Ensuring that our people are trained and that
our leaders create the right culture

It is a continuous journey to improve performance

and reduce risk

3
 Where We Operate

BP in the North Sea operate across 38 fields in the

UK Continental Shelf and Norwegian Sector

• 12 manned platforms
• 1 FPSO
• Wytch Farm
• 10 pipeline systems
• Forties pipeline system
• Sullom Voe Oil terminal
• Teesside gas terminal
• Dimlington gas terminal

Partner interest in c.12 other manned installations

• Nearest asset to land is 40miles off the Humberside

coast
• Nearest asset to Scotland is 50miles west of Shetland
• Functional TAR Management team is located in
Aberdeen
• Workforce operates on a 2/3 rota and is also
dispersed across the UK and overseas

4
Organisation…structure

Ops Division

HSSE

Production Projects & Engineering &

Planning Operations
Engineering Services Maintenance

Turnaround Team Shetland Hub

Schiehallion

Northern North Sea

Central North Sea

Southern Gas Assets

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 Organisation…functional expertise
Ops Division

HSSE TAR & PI

Production Projects & Engineering &
Manager
Planning Operations
Engineering Services M aintenance

Turnaround Team Shetland Hub

Schiehallion

Northern North Sea

TAR Offshore
Central North Sea
Team Installation
Leader Manager
Southern Gas Assets

Vendors Offshore
TAR TAR
& HSSE Operations
Planner Co-ordinator
Contractors Engineer

Support
Network Offshore
Field
Supervisory
Supervision
Management

Workforce

Material Logistic Cost

Engineering Production Maintenance
Control Control Control

Offshore role
Modifications Projects
Onshore role
3rd party
6
Organisation…engagement

• The offshore team influences, manages and controls all aspects of work
execution……
− If they are not on board from the outset, it can make for an uncomfortable
time

7
Organisation…reward & recognition

• Recognise “Success & Sacrifice”

− avoid the feeding frenzy – it’s the market we operate in during TAR
season

• Assets have freedom – within limits - to award

− Incentives
− for Safety
− for Productivity

• Not just cash!

− Ice cream
− Longer service guarantees

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 Plan inputs……establishing the base
Work Source
PSV Recertification
Work Prioritisation Work List

Break down orders

Little Black Books

Opportune lists
RBI outcomes

Repair orders

Modifications
Maximo Ref No. TAG Number TASK DESCRIPTION Pty RESPON- PRIMARY BACK UP JOB
SIBLE GROUP JOB OFFICER OFFICER

Projects
MMS

100% 100% 100%

System Number ETAP 100 Marnock Wells 1

1203789 Slowdown ETAP-MARN-MOV108017 (SR)REPLACE DIVERTOR P2 WGE Billy Cairns Julian Hancock
VALVE AT NEXT Steve Harry
OPPORTUNITY DUE TO Lawrence Chalmers
INTEGRITY PROBLEM
System Number ETAP 150 Satellites 1A
2122554 ETAP-MADO-XS154032 INVESTIGATE ESD SIGNALS P4 OPS Brendan Mike Jordan
TO MADOES MCS WELL McGuirk
CONTROL SYSTEM DIGITAL
INPUT CARD
System Number ETAP 200 Bulk Import 2

TAR & Planned Intervention Work Prioritisation 2319573 Shutdown ETAP-PDR-CP201033 RETRIEVAL OF COPROSION P3 OPS John Duthie John Duthie
COUPONS ETC
Primavera Activity Code: NS-A-Prioritisation
Potential Consequence of No Further Action
2557992 Shutdown ETAP-PDR-CE201034 PROBE TO BE UPGRADED P3 OPS John Duthie John Duthie
H&S Health & Safety E= Environment R= Reputation C= Commercial & Production Risk Based Planning Matrix FROM T10 TO T20.
Uncontrolled release e.g. >10,000 bbls, 1,000 2319580 Shutdown ETAP-PDR-CP202033 RETRIEVAL OF COPROSION P3 OPS John Duthie John Duthie
Death(s) or multiple/single onset of severe or Multiple fatalities amongst persons on site. bbls in sensitive area, >100Te of classified National or international media coverage.
Unplanned shutdown. Major equipment COUPONS ETC
life-threatening health effects Fatality to single person off site. material. Prosecution and heavy fine by regulator.
Multiple persons with onset of irreversible Multiple permanent injuries to persons off Impact far beyond the facility boundary. Change of regulations at national level.
damage or failure of critical equipment 5 11 17 21 24 25
without sparing.
health effects site. Long term damage affecting extensive area
offsite and prolonged clean-up.
2537437 Shutdown ETAP-PDR-CE202034 SH - (SR)ACCESS FITTING P3 OPS John Duthie John Duthie
Death or onset of severe or life-threatening
Fatality to single person on site.
Multiple permanent injuries amongst persons
Uncontained release of >100 bbls, 10Te
classified material. VERY RUSTY, NOT REMOVED
Partial trip or production loss, restart time > 2
health effect to single person.
Single person off-site with onset of
on site.
Permanent injury to single person off site.
Impact on immediate neighbourhood beyond
facility boundary.
National media attention.
Prosecution by regulator.
hours, equipment damage > £100K. Failure 4 9 15 19 22 23 BY NECE DUE TO POOR
of critical equipment with sparing.

“Wish List” Hopper

irreversible health effect. Multiple non permanent injuries to persons off
site.
Long term damage affecting limited area off-
site and prolonged clean-up CONDITION. MUNGO/MONAN
Permanent injury to single person on site.
Uncontained release of minimum reportable Partial shutdown with restart time < 2 hour,
SHUTDOWN
Single person with onset of irreversible health Single or Multiple non permanent injuries Regional media coverage.
quantity. No long term impact beyond facility equipment damage £20K > £100K. Effects
effect. (DAFWC) amongst persons on site. Extended involvement of regulator focusing
Multiple persons with mild to moderate short Non permanent injury to single person off
boundary.
on issues beyond immediate event.
ability to maintain process spec or to carry 3 6 13 14 18 20
Prolonged damage on site. out major maintenance efficiently (e.g. train
term reversible health effects site.
isolation valve failures). 2319575 Shutdown ETAP-PDR-CP212038 RETRIEVAL OF COPROSION P3 OPS John Duthie John Duthie
COUPONS ETC
Single or Multiple minor (recordable) injuries Local media coverage. Failure of non critical equipment without
Single person on-site, with moderate short Release contained to site.
amongst persons on site. Increased regulator enforcement at site level sparing. Impacts ability to maintain single
term reversible health effect resulting in
Recordable injury to single person off site.
No prolonged damage.
e.g. improvement notice critical components. E.g. level transmitters /
2 3 5 8 12 16
DAFWC
PSD instrumentation. System Number ETAP 240 Machar Slugcatcher 3

Over-exposure to single person on site, but System Number ETAP 241 Mungo / Monan Slugcatc 4
Contained releases of hazardous material. Complaints from local neighbourhood /
no reported ill-health effect e.g. monitoring First Aid or Less.
result shows occupational exposure limit has No impact to persons off site.
No off site impact.
Minor damage /quick clean-up.
community
No formal action by regulator.
Failure that can be repaired online. No
production impact.
1 1 2 4 7 10 System Number ETAP 242 Heron Slugcatcher 5
been exceeded, or one-off event such as
failure of local controls or PPE
System Number ETAP 244 Mirren Slugcatcher 6
Notes:
1. Categorisation and position on the Consequence / Probability matrix is to be noted in the Maximo priority field for all jobs (e.g. H5, E20, or ND). The category yielding highest 2319576 Shutdown ETAP-PDR-CP244035 RETRIEVAL OF COPROSION P3 OPS John Duthie John Duthie
consideration is considered the driving category and should be the one recorded.
2. Safety Critical and PM activities w ill be considered "ND" or non-discretionary and managed as a priority such that there are no activities past Target date, in line w ith Federal KPI's. Any
1 2 3 4 5
COUPONS ETC
Very Unlikely (<1% Unlikely (1%>5% Possible (5%>20% Likely to occur Very likely (>80%
activities that cannot be carried out w ill have formal deferral requested. If approved, the target date w ill be set through discussion betw een the OOE and the TA. chance) Possible chance) Possible chance). Possible, (20%>80% chance). chance). Highly
3. All "ND" category w ork as w ell as w ork in other categories of priority >6 to be addressed before consideration of Production/Commercial category prioritisation. Probability but very doubtful, but probably not, sometimes seen on Probable probable, frequently
3. Deferring low risk w ork until end 2020 keeps a record of the defect and allow s it to be considered during planned equipment outages.
4. Formal deferral process to be follow ed for all deferrals. Position of task on the 'Consequence / Probability matrix' is to be noted in the deferral request. E.g. C3. of
rarely seen on any
application,
rarely seen on a
similar application,
a similar application, sometimes seen on seen on an identical
human error on an identical application, human
2549241 ETAP-PDR-PSV244023 INSPECTION OF P4 OPS John Shields Garry
5. Deferred PM's w ill be 'Capped' in line w ith the Deferral process. Occurrence concurrent human failure of a routine task, flange application error on non-routine CONVENTIONAL SAFETY MacLean
6. Deferred Non PM's w ill have the justification detailed in the deferral and be approved by the Asset Leads. error and safeguarding device failure, small bore task, trip or fall.
Assessment time frame
within next 5 years.
safeguarding on demand, piping piping failure, RELIEF VALV
(device) failure. or equipment instrument failure.
failure.
System Number ETAP 251 Heron Test Sep 7
Define Shutdown Type Typical Challenge Questions to Consider
System Number ETAP 270 Prod Manifold 8
The job initiator /owner will specify the type of system impact required to
implement the job.
System Number ETAP 272 Prod Sep 10
Where it is possible to implement some of the scope on-line, this element of
the scope will be entered as a separate work list item with the applicable
coding and detail. (The priority and risk factor will be the same for all
“Can the work be performed while the unit is running?” 1203651 Slowdown ETAP-PDR-HV272027 En Garde Event 131088 - P2 OPS Billy Cairns Billy Cairns
elements of the one job) REPLACE DBB VALVE DUE Steve Steve
“Can a mechanical or operational change be made during the TAR to enable
1-6
Activities which score 1-6 are to be considered sacrificial in the event of TAR TO A FAILURE OF ONE OF Lawrence Lawrence
Job Details schedule over run.
The following details will be required for each work list item. Can on-line inspection techniques be used to eliminate the piece of THE ROOT VALVES WITHIN
• Maximo Job No Activities scoring 7-15 are Production or Operationally critical work which could be
• FCP / SMC ref (if applicable) “Is the piece of equipment spared or redundant?”
7-15
left until the next turnaround but might impact unplanned losses 1205168 Slowdown ETAP-PDR-XXV272005 En Garde Event 178907 - MS. P2 OPS Billy Cairns Billy Cairns
• Job Title XXV FOUND TO BE PASSING Steve Steve
• Job Initiator/Owner “What is the financial impact for poor equipment performance (i.e., quantify £ Activities scoring 16-21 are High Priority. These jobs are critical and must be
• System No. impact of fouled heat exchanger equipment)?
16-21
completed - but with appropriate reference to the schedule TO HYDROCYCLONE INLET. Lawrence Lawrence
• Impact Category
REQUIRES REPLACING.
• Priority “Can maintenance of the equipment wait until the next scheduled TAR without Activities scoring 22-25 are Safety Critical or statutory work essential to continued
22-25
o Impact Category safety, environmental or operability impacts?” operations, non discretionary with risk to schedule ignored.
o Probability

•
o Risk factor “Can/should a variance be pursued from the identified inspection date?”
ND
Non Discretionary tasks. Licence to Operate. TAR duration is dependent on these 2262594 ETAP-300 FCP0430 MARNOCK LP P3 WGE Steve Harry
Shutdown Type activities CONVERSION Lawrence Chalmers
• Estimated vendor/construction duration Is the work full shutdown or slowdown outage only?
• Estimated vendor/construction resource level
• Estimated ops preparation duration
• Estimated ops preparation resource level 1205169 Slowdown ETAP-PDR-HV272068 En Garde Event 178908 - MS. P2 OPS Billy Cairns Billy Cairns
• Budget cost for job (incl. engineering, materials, construction) VALVE PASSING TO Steve Steve
HYDROCYCLONE INLET. Lawrence Lawrence
REQUIRES REPLACEMENT
1204415 Slowdown ETAP-PDR-XXV272016 En Garde Event 161776 - GPC P2 OPS Billy Cairns Billy Cairns
MARNOCK PROD SEP OIL Steve Steve
OUTLET XXV PASSING Lawrence Lawrence
BADLY WHEN ISOLATING
2618379 ETAP-PDR-PSV272001 PSV272001 Marnock P4 OPS John Shields Garry
Production Separator Shutdown MacLean

2618378 ETAP-PDR-PSV272037 PSV272037 Marnock P4 OPS John Shields Garry

Production Separator Shutdown MacLean

2131432 ETAP-PDR-PSV272038 PSV272038 Marnock P4 OPS John Shields Garry

Production Separator Shutdown MacLean

2539183 Slowdown ETAP-PDR-V27201 Marnock Prod Vess Insp P3 WGE Steve Harry
Lawrence Chalmers
2328501 ETAP-272 FCP 0431 - MARNOCK P2 WGE Pat Forrester Mike Smith
PRODUCTION CLUSTER OIL
OUTLET TIE-INS: WBS05

9
Plan inputs……controlling growth

10
Plan output……stability

11
Front end loading

• Corporate methodology – a common system

12
Front end loading

• Word model – assessment tool

Workscope
35 W orkscope Prioritisation Determine the quality of The team do not intend to The team intend to use a The team have applied a The majority of TAR All TAR workscope has The team have prioritised 2 2
the workscope prioritise scope. structured prioritisation limited structured workscope has been been taken through a all TAR work based on
prioritisation process and process capturing the key prioritisation process taken through a structured structured prioritisation type.
how it addresses the work types, e.g. licence to capturing the key work prioritisation process process capturing the key
business risk operate / integrity / types. capturing the key work work types.
production enhancing, but types.
have yet to apply them.

36 W orkscope Deferral Assess the process for The team have no The team intend to re- All jobs that did not make All jobs that did not make All work removed from the 1 1
work removed from intention of re-assigning assign removed scope to it through the Appraise it through the Appraise scope has been re-
scope being adequately the removed work to another TAR but have yet Phase filter have been Phase filter have been assigned to another TAR.
transferred to another another TAR. to do so. identified and submitted to approved for deferral and The activity tracking tool
TAR. the relevant parties for records updated in the contains a record of all
processing. CMMS to reflect new work removed.
A system is in place to target dates / TAR codes Documentation is
record and document etc. available for audit.
removed scope as the
asset progresses through
Select and Define.

37 W orkscope Control Assess the quality of the There is no intention to The team intend to freeze The team have a formal The workscope will be The workscope was The team are aware of 2 2
(Growth) workscope control / apply a workscope control the workscope at least 6 workscope control / frozen in sufficient time. frozen in sufficient time. the potential impact of
Growth Process. process. months prior to execute Growth Process defined. From this point a From this point a rigorous growth, (emergent work),
but the process is yet to workscope control Growth Process was during execution and a
be defined. process will be applied applied and the amount of process is in place to
and no growth will be growth is being controlled manage this.
accepted without to an acceptable level.
understanding the full
impact of the change.

39 W orkpacks Assess whether The asset does not have The development of the W orkpack development The execution team are >90% engineering All priority / critical 3 1
engineering packages a milestone plan for engineering packages is progress is being tracked currently conducting packages have been engineering packages
are on time and of workpack delivery detailed on a preparation and the asset is on constructability / job site delivered by the deadline required to safely and
sufficient quality. plan with clear milestones. schedule to deliver all reviews. (at least 3 months prior to efficiently execute the
workpacks at least 3 All workpacks are written Execution). work have been reviewed
months prior to Execution. in a consistent format and Outstanding workpacks and signed off.
The asset intends to include all required will not impact the teams Any outstanding
complete constructability information to complete ability to deliver the TAR. workpacks will not impact
reviews on site. the work safely. the teams ability to deliver
the TAR.

40 Scope Tracking Tool Assess whether the The team are not A tracking tool has been A tracking tool is 'live' and A tracking tool is in use. The tracking tool is fully The tracking tool is fully 2 3
Bookies Board tracking tool is being intending to use a tracking developed. is being populated. The process required to populated. populated.
used effectively. tool. The tracking tool is yet to The responsibility for obtain updates is clear. Progress is currently Progress is currently
be populated. updating the tool remains Progress tracking is >80% with all critical >90% with all critical
Responsibility for updating unclear. incorporated in the tool activities on track. activities completed.
the tool is currently and the status of progress
unclear. is clearl.

Subtotal FEL Assessment 50 18 0 0

Procurement Profile Chart
41 Material Status Assess whether TAR Critical, long-lead items All long lead materials >85% of TAR materials >95% of TAR materials 100% of TAR materials All TAR materials have 3 1
materials will be have not been idenitified. have been identified and will be delivered by the will be delivered by the will be received by the been mobilised and
delivered by the required ordered in sufficient time deadline. deadline. deadline. located on site - there are
deadline. and are due to arrive All critical equipment will All critical equipment will The material mobilisation no outstanding material
Organisation and Administration
before the material be received for checking be received for checking schedule is clear. issues. 100%
deadline - at least 4 at least 4 weeks prior to at least 4 weeks prior to Material issues are being
weeks prior to Execution. Execution. Execution. expedited / tracked and 80%
any risks mitigated
Manpower and Logistics 60% HSE
42 Material Tracking Assess whether Material status is currently The team are aware of TAR team includes TAR team includes Material status can be Exact material status can 2 2
sufficient process and unclear. material status for the dedicated materials dedicated materials retrieved from a single be retrieved from a single Target Score
resource is in place to majority of activities. management resource. management resource. system including vendor system including vendor 40%
obtain an accurate Material status can be Material status can be status (construction status (construction
Peer Score
material status. obtained via a retrieved from a single schedule) reports. schedule) reports. 20% Asset Score
combination of different system. The TAR team are clear The TAR team have
systems. The TAR team are clear on current material status. conducted an audit on
on current material status. material at the staging 0%
point - prior to
mobilisation.
Costs Plans and Procedures
43 Material Control and Assess whether material A material control process The material control The TAR team intend to TAR team includes a Material is arriving at the All material has been 2 3
Delivery is being controlled and does not exist. process could be appoint a SPOC for dedicated site SPOC for delivery point and the safely and efficiently
that delivery improved. material delivery who will material delivery. team are now bagging delivered to the site.
arrangements are have access to an Material storage areas and tagging in alignment Site plot plans are in place
robust. organised storage area. have been secured for with the systems being that show the movement
Space at site is a concern - this TAR both at the worked on. of material as the team
a material delivery / delivery point and at site. TAR specific tags are in progresses through
staging plan is required. The team intend to carry use to identify the execution.
out bagging and tagging in material.
Procurement Workscope
alignment with the The team have developed
systems being worked on. site shipping-manifests in
TAR specific tags will be accordance with TAR
used to identify the activity sequence.
material.

13
 Material management considerations

Elements
• Spare parts
• Replacement pipe-work and valves
• Tools
• Hire equipment
• Specialist equipment
• Disposal facilities
• Diesel
Restrictions
• Limited vessel sailings
• Supply vessels with dual roles
• Expensive air freight

Implications
• Storage space
• Lay down areas
14
Logistic / material management

15
Logistical challenge

Ideal Typical Winter

16
Logistical chess

17
Execution efficiency

Slowdown execution timetable

07:00
Ops shift handover
07:15
07:30
07:45
AM slowdown progress meeting - to incorporate any
online plant issues. Checklist for
08:00 Tool box talks with contract personnel
08:15 shift hand-over
08:30
WCC issue & sign off
08:45
Remember
09:00 ==> Safety first - if you are uncertain- stop - think !
09:15 ==> Equipment to be treated as if there are hydrocarbons inside
09:30 ==> Spills to be removed immediately- do NOT wait until the job is
09:45 finished
10:00 Tea break ==> Area operator must approve all changes in the plant(Valve
10:15 positions, pressurizing etc), and must be notified when jobs are
10:30 completed
10:45

Audits as per the audit matrix

11:00 Safety Yes No Comments
11:15 Has there been any accidents/near misses?
Any sign of hydrocarbons in ongoing jobs?
11:30 WCC issue & sign off
Do we have a signed/approved workpermit?
11:45 Has the workpermit been discussed with people involved?
12:00
Where in the safety job analyse(SJA) are we now? - Discuss the SJA
12:15 Has there been any deviations to the SJA ?
12:30 Has there been any changes of plant status since last shift?(Valve
12:45 positions, pressure, electric power isolated, de isolated)
13:00 Any ongoing job in same area that could infuence on our job?
13:15 Lunch period Has there been any jobs from scaffolding? Remember to remove
tools/spareparts from scaffolding-- avoid risk of falling objects
13:30
13:45 Have STOP or time-out for safety been used on the last shift ?
14:00
Progress yes No Comments
14:15
Any ongoing critical activities( i.e. Hotwork class A)
14:30 WCC issue & sign off
Any deviation from progress plan or procedures?
14:45
15:00 Is progress( both before and behind plan) reported to area operator?
15:15
Can the job continue according to plan/procedure ?
15:30 Tea break Will we need any special assistance during the coming shift(Air,
15:45 scaffolding, electric power e.t.c.)
16:00 Has the area operator been notified of completed jobs? Remember
16:15 that no jobs are completed before work area has been declared safe &
16:30 secured
16:45
WCC issue & sign off yes No Comments
17:00 Spareparts/Tools
17:15 Are all materiel/equipment/tools ok?
Are all materiel/equipment/tools on location in work area?
17:30
17:45 Are there any materiel/equipment/tools that can/should be removed?
18:00
Daily Progress meeting Other yes No Comments
18:15
Any special things the next shift should know about?
18:30
18:45
19:00
Ops shift handover
19:15

18
 Pulling it all together in a common process
-24 M onths -9 M onths -6 M onths -3 M onths -1 M onth Start +1mnth

Build TAR team – integrate Ops

Rank / Prioritise w ork list
Com m ence detail planning

Appraise Gate

Freeze w ork scope

Select Gate

Work control docum ents com plete

Perm it / Isolation certificates / Lifting Lessons
plans Learned
M aterials received and staged
Work packs received – AFC
M obilisation plan HSE Com pliance
All w ork executed
Define Gate
Within duration
Ext ernal A ppraise D ef ine Preparedness Within budget
Review
Challenge Challenge Challenge
19
 North Sea 2008 context
Days of Activity
2008 Programme Commentary: Operations Division Asset
Plan Actual
• 17 BP events in NNS & CNS Schiehallion - main TAR 65 65
• 200k man-hours of activity Schiehallion - train 90 110
Foinaven 44 44
• Successful delivery against HSE and cost
Clair 28 28
Bruce 15 33
FPS-U 01/08 3d Harding 25 25
1 11 11
ETAP
FPS-C 01/08 1d 2 3 2
EPM 30 34
CATS 06/07 14d Lomond 28 32
1 35 32
NEV
2 9 4
CATS Riser 11 11
Valhall 01/06 10d Andrew 11 11
405 442
Ula 01/04 8d
Ula-Tambar 8 8
Valhall-Hod 10 9
CATS 14 12
CATS Riser 06/07 11d
NEV slow down 09/08 9d
Asset

NEV TAR 05/07 35d

Lomond 05/07 28d

Memorable Events EPM 03/07 30d

• Emergent Work ETAP 06/07 11d 01/08 3d

• Leaking isolation valves
Andrew 18/10 11d
• Lost isolation plug
• Power outages Harding 05/06 25d

Bruce 21/06 15d

Foinaven 26/07 44d

Schiehallion 01/06 65d

Schiehallion, 25/05 90d Tr

Clair 02/08 28d

01/03/08 31/03/08 30/04/08 30/05/08 29/06/08 29/07/08 28/08/08 27/09/08 27/10/08

Date
20
Conclusion

• Start early
• Standardise the process
• Land the organisation
• Engage stakeholders

• Succeed

Questions……?

21
Thank you

• Mike Rudd

TAR & Planned Intervention Manager

Operations Division
North Sea Strategic Performance Unit
BP Exploration
Wellheads Drive
Farburn Industrial Estate
Dyce
Aberdeen
AB21 7PB
Tel: +44 (0) 1224 833587
Cell: +44 (0) 788 762 8154
email: mike.rudd@uk.bp.com

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