Coronavirus Impact Assessment And Mitigation Strategies In Oil And Gas Industry Complete Deck

Coronavirus Impact
Assessment &
Mitigation Strategies
In Oil & Gas Industry

Table of Contents for Coronavirus Impact Assessment & Mitigation
Strategies on Oil & Gas
2
Oil and Gas Sector Overview
› COVID 19 Pandemic Impact on Global and US Economy
› Effects of COVID 19 in Leading Oil Consuming Countries
› Impact of US Oil Price due to Coronavirus Hit
› Oil Demand Destruction due to COVID-19
› COVID-19 Implications for Oil and Gas Sector
› COVID-19 Impact on Global Lubricants Market
Assess the impacts based on the following risks
› Risk 1: Disruption Due to Social Distancing
• Operational Disruption Due to Social Distancing
• Using Digital Technology to Maintain Social Distancing
› Risk 2: Plummeting Employee Productivity
• Impact of COVID on Oil and Gas Employee Productivity
• Looking After Oil and Gas Staff Member Wellbeing
› Risk 3: Stressed Supply Chains
• Impact on Elements of Oil and Gas Supply Chain Industry
• Impact of COVID-19 On Oil & Gas Supply Chains
› Risk 4: Recession, Unemployment and Investment Pull-back
• How Oil Industry is Responding to COVID Crisis
• Assessing Risk of Unemployment on Retail Operations
• Risk of Investment Pull Out during COVID 19
› Risk 5: Economic Instability and Civil Unrest
• Economic Instability due to COVID in Oil and Gas Sector
• Coronavirus Risks Civil Unrest Backlash in America
How Risks are Mitigated
› Business Impact Analysis
• Severity Matrix by Upstream Operations
• Severity Matrix for O&G Operations
› Risk Readiness Assessments
• Risk Assessment Matrix Model for O&G Company
• Continuous Improvement Readiness Assessment Tool
• Digital Goal Mapping for Upstream Operations
› Risk Management Plans
• Risk Management Strategies in Oil and Gas Company
• Risk Mitigation Strategies for Upstream Operations
› Business Continuity Plans
• Mitigation Strategies for Oil & Gas Business Continuity Planning
• Four Imperatives to Mitigate Challenges for Oil & Gas Company
› Policy Management
• Risk Mitigation Policies for Oil and Gas Workers During COVID
› Incident Management
• Incident Reporting Form by Oil and Gas Company
• Assessment Structure of Each Incident
Risk Maturity Model Survey Questionnaire
› Oil and Gas Business Unit Maturity Model
› Oil and Gas Resource Discovery Distribution
› Global Average Annual Energy Investment by Type and Scenario
› Role of Oil and Gas company in Energy Transition
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3

COVID 19 Pandemic Impact on Global and US Economy
4
This slide covers oil and gas industry overview on global and US economy based on effects of COVID-19.
On 31 December 2019, WTI oil
future was trading at US $61.06
and price dropped to $23.36 on
23 March 2020
More than 6% fall
in the price of
WTI crude
Global level travel bans and grounding of
international flights leads to heavy fall in
consumption of aviation turbine fuel
(ATF) across the globe
Global oil demand
may shrink by 15-20
million barrels for day
Refiners cut down
their throughput to an
extent of 25% to 30%
Combined effect of price-war
and COVID-19 resulted in
Brent crude price reaching
17 years low
Oil demand in
the USA
decreased to
12.5 mbpd,
which means
reduction of 8
mbpd

COVID-19 (As on 27 March 2020), 1720, IST
Effects of COVID 19 in Leading Oil Consuming Countries
5
This slide covers the list of the countries which consumes oil the most and the affect of COVID on these 22 countries in detail.
Country
Current GDP
(Billion USD)
Population
(Million)
Oil Consumption
(mbpd) in 2018
Share (%) total
oil consumed
Number
Infections
Deaths
Share (%) of
Infections
Share (%) of
Deaths
1 United States 20544 340 20.46 20.49 85996 1300 15.84 5.34
2 China 13608 1400 13.52 13.55 81894 3296 15.09 13.53
3 India 2719 1353 5.16 5.16 775 20 0.14 0.08
4 Japan 4971 127 3.85 3.86 1387 47 0.26 0.19
5 Saudi Arabia 787 34 3.72 3.73 1012 3 0.19 0.01
6 Russia 1658 144 3.23 3.23 1036 3 0.19 0.01
7 Brazil 1869 209 3.08 3.09 2985 77 0.55 0.32
8 South Korea 1619 51 2.79 2.80 9332 139 1.72 0.57
9 Canada 1713 37 2.45 2.45 4046 40 0.75 0.16
10 Germany 3948 83 2.32 2.32 47278 281 8.71 1.15
11 Iran 600 82 1.88 1.88 32332 2378 5.96 9.76
12 Mexico 1221 126 1.81 1.81 585 8 0.11 0.03
13 Indonesia 1042 260 1.79 1.79 1046 87 0.19 0.36
14 UK 2855 66 1.62 1.62 11816 580 2.18 2.38
15 France 2778 67 1.61 1.61 29581 1698 5.45 6.97
16 Thailand 505 69 1.48 1.48 1136 5 0.21 0.02
17 Singapore 364 6 1.45 1.45 683 2 0.13 0.01
18 Spain 1419 47 1.34 1.34 57786 4365 10.65 17.92
19 Italy 2084 61 1.25 1.25 80589 8215 14.85 33.72
20 Australia 455 9 1.09 1.10 3143 13 0.58 0.05
21 Taiwan 589 23 1.07 1.08 267 E2 0.05 0.01
22 Turkey 771 82 1.00 1.00 3629 75 0.67 0.31
Total 68119 4676 77.97 78.09 458334 22634 84.44 92.91
Rest of the World 17800 3124 21.87 21.91 84444 1727 15.56 7.09
Grand Total 85919 7800 99.84 100.00 542778 24361 100.00 100.00
Key Insights
› 22 economies
which consume
78% oil are
impacted by
COVID-19
› US is the biggest
oil consumer and is
affected drastically
due to coronavirus
› 84% of the COVID
infections and 94%
of human
causalities through
COVID-19 happen
to be in top 22 oil
consuming nations
› These countries
provides GDP of
$68 trillion which
contributes 79% of
the global GDP

Impact of US Oil Price due to Coronavirus Hit
6
This slide covers the impact of oil price in US due to coronavirus hit which has been decreased to as low as year 2002.
$0
$25
$50
$75
$100
$125
$150
2000 2004 2008 2012 2016 2020
Oil Price hits 18-year Low
Brent Crude, US dollars per barrel
The price of oil
has sunk to levels
of year 2002
Brent crude fell to
$22.58 a barrel,
its lowest since
November 2002
Price of US West Texas
Intermediate (WTI) fell
below $20 a barrel and
close to an 18-year low.
Global demand of oil has
been decreased by 20%
due to grounded airlines
and few cars on road.
Key Insights
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

Oil Demand Destruction due to COVID-19
7
This slide covers the oil demand destruction due to COVID in the US economy resulting in low oil demand.
-4
-12
-7
-4
-7
1
-7
-24
-24
-11
-17
Planned 1Q20 2Q20 3Q20 4Q20 Full Year
High
Low
Demand Destruction due to COVID-19
Million bpd
› The demand this year could be 8 to 18
million bpd lower than planned
› About 60 million bpd is used in
transportation—road, sea and air
› A 10-15% contraction in transportation in
Q2 is ~6-9 million bpd reduction in crude
oil demand
› A global recession will put further
pressure on the remaining 40 million bpd
of non-transportation demand
Key Insights
-8 to 18

COVID-19 Implications for Oil and Gas Sector
8
This slide covers the coronavirus implications for oil and gas sectors for upstream sector, downstream companies, oilfield and equipment services, integrated gas, etc.
Implications
for the Oil &
Gas Sector
US light tight oil (LTO) companies and upstream sector
Have a weaker position since investors credit has dried up and lending has
been evaporated
Downstream Companies
Have margin expansion from cheaper crude but there is reduction in volume
due to virus
Integrated Gas
Will see margin pressure due to fall in demand and few integrated players
in the market
Oilfield & Equipment Services
Suffers from activity reduction and decrease in price

COVID-19 Impact on Global Lubricants Market
9
This slide covers the impact of COVID on global lubricants market overall as well as by region.
Covid-19 Impact on the Lubricants Market
…are most affected
countries by COVID 19
US, China,
India &
Italy…
2018 2019 2020 2021
Lubricants Market, By Region (USD Billion)
APAC North America Europe Middle East & Africa Soth America
164.3 165.5
164.3
165.5
2019
2021 USD
Billion
CAGR (2019-2021)
0.36%

10

Operational Disruption Due to Social Distancing
11
This slide covers the operational risk which happens due to disruption due to social distancing and issues are faced by offshore companies, workforce, and different
operational activities.
Offshore Companies Faces Issues
Employees stays and work in closed cubical
and as a part of their job they cannot stay
apart for 2 meters all the time. Social
distancing will be difficult to follow
Difficult to Manage Workforce
Its difficult to manage workforce as employee might get infect from coronavirus and its
practically impossible to follow social distancing, which leads to decrease in workforce
Disruption in Operational Activities
There can be disruptions during maintenance,
inspection, repair, and replacement of
equipment and drilling activities

Using Digital Technology to Maintain Social Distancing
12
This slide covers the digital technologies which can be used in oil and gas industry to maintain social distancing within the company.
Collaboration Tools
Using video conferencing tools like zoom and hangouts, google docs, trello, slack, etc. to deploy in a better way
with suppliers and contractors in oil and gas industry
Wearables
Employee must use wearable gear which can detect heart attack or a fall. This will alert them
to any COVID exposure
Visual Analytics
Instead of workers going to site, operators can deploy cameras equipped with visual analytics.
Field Automation
Artificial intelligence can be deployed to manage and optimize production. Machines can supervise the assets
thus creating space for social distancing

13

Impact of COVID on Oil and Gas Employee Productivity
14
This slide covers the impact of COVID on employee productivity based on their stress level, decrease in hour productivity and revenue loss.
Due to COVID-19 stress, 62%
of workers loses at least one
hour a day in productivity and
32% loses more than two
hours per day
Nearly 7 in 10 Employees
are stressed due to
coronavirus disease
2 hours lost productivity a
day for U.S worker which
leads to productivity loss of
$12,000 per person
Only 15% employees tried
technology based Mental
Health Service

Looking After Oil and Gas Staff Member Wellbeing
15
This slide covers the steps to be considered by the employees during COVID with office based employees and offshore employees.
Types of Employees Steps Considered during COVID
Office Based - They can
work from home
› By having proper tools such as desktop or laptop and internet
connection
› By arranging regular 1-2-1 telephone catch ups
› Encourage inter team communication
› Promote a healthy work life balance
› Be flexible
Offshore Employees - These
employees are working on rig
› Rig must be operated on reduced manning basis, to get more space
and fewer employees onboard
› Temperature testing will be done on regular basis
› Employees must be encouraged to connect to their families through
online technologies
› Employee assistance programs and mental health strategies must be
communicated to the employees

16

Impact on Elements of Oil and Gas Supply Chain Industry
17
This slide covers the impact of COVID on elements of oil and gas supply chain industry focusing on upstream, midstream, and downstream.
Turning crude oil and gas into
finished products
Downstream
Process &
Blend Oil
Consumer
Products
Transport
to End
Customers
Factories
Power
Plants
Others
Gas
Stations
Airports
Transport
to Oil
Terminals
Exploration of oil and gas
Upstream
Analyze Basin
Geology
Select Basin
for Exploration
Design &
Construct Drill
Rigs
Transport
Crude Oil &
Natural Gas to
a short-Term
Reservoir
Start Oil
Production
Storage of oil and gas before being
refined and processed
Midstream
Oil
Refineries
Oil & Gas
Pipelines
Transport
Crude Oil &
Natural Gas to
the Refineries
Transcontine-
-ntal Tankers
Rail Tankers
Tank
Trucks
Covid
Impact
Decreased availability of resources
and workforce for production
operation during the lockdown
Due to huge shortfall in demand, the transport
carriers are getting queued up. Tracking of
logistics, controlling oil spillage and pilferage
is a problem during pandemic
Shortfall in demand but production lines
producing oil at same rate creates a
major transition in market space area

Impact of COVID-19 On Oil & Gas Supply Chains
18
This slide covers the impact of COVID on oil and gas supply chains which leads to transportation restrictions, distribution challenges, weaken supply chain links.
75% of Companies are
disrupted due to
coronavirus related
transportation restrictions 89% of Vendors and
Suppliers are facing
operational and financial
struggles which leads to
weaken links of supply chain
Unnatural spikes in demand
and requirement of supply
fluctuations are difficult to
manage and it creates a
bullwhip effect in the entire
supply chain often leading to
artificial shortages
Distribution Challenges
such as staffing oil in oil
tankers, allocation across
channels, etc.

19

How Oil Industry is Responding to COVID Crisis
20
This slide covers the oil industry during COVID crisis where focus is on refined products, brude oil, US stocks, etc.
2020 Global Refined Products Demand Slumps Jet Crack Spreads vs Brent Crude Slide
Key Insights
Air flight cancellations
continue to ramp up
in US and Europe
Only 40% of flights
are flown now due to
pandemic
Jet fuel demand
dropped by 50% in
April and May
1.25 barrels per day
fall in 2020
Airline industry faces
38% fall in global
passenger demand
-50
-40
-30
-20
-10
0
10
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
(%
change
on
Yr)
Gasoil/diesel Jet/kero Resid Gasoline Other
-5
0
5
10
15
20
Mar-19 May-19 Jul-19 Sep-19 Nov-19 Jan-20 Mar-20
($/Barrels)
US Atlantic Coast Rotterdam Singapore

How Oil Industry is Responding to COVID Crisis (contd….)
21
This slide covers the oil industry during COVID crisis where focus is on refined products, brude oil, US stocks, etc.
Jet CIF Cargo Outright Swap forward Curve
US Jet Stocks below 62.6 Millions Barrel Storage Capacity
200
250
300
350
400
450
500
May-20 Nov-20 May-21 Nov-21 May-22 Nov-22 May-23 Nov-23
($/mt)
30
32
34
36
38
40
42
44
46
48
50
Mar-19 May-19 Jul-19 Sep-19 Nov-19 Jan-20 Mar-20
(Million
Barrels) 5-Yr Range Current Prior year 5-Yr Av

Assessing Unemployment on Oil and Gas Industry
22
This slide covers the oil industry unemployment during COVID crisis where focus is on unemployment rate in US during year 2000 to 2020.
Almost 25 million jobs have been
lost worldwide as a result of
COVID-19
Up to one-third of US jobs will be
vulnerable and 80% are held by
low-income workers
Weekly initial unemployment claims
all time high of 6.6 million during
march 21 to 28 in the US
This may be due to restrictions in
movement of service providers
and goods
Underemployment will increase on
large scale due to reduction of
working hours and wages
Key Insights
0
1
2
3
4
5
6
7
2000 2010 2020
United States Unemployment
Claims, weekly number, million
Mar 28, 2009 665,000 claims
Mar 28, 2020 6,648,000 claims
Weekly Mar 20 to 28, US Unemployment

Risks for Investing in Oil and Gas Industry
23
This slide covers the risks for investing in oil and gas industry such as price volatile risks, dividend cut, oil spill risks, etc.
Various risks can be incurred due to COVID
such as commodity price volatility risk,
dividend payments cut, oil spill or any
accident during oil or natural gas production
Oil and gas stocks are more volatile during
this period
Oil companies are exposed to legal and
regulatory risks due to accidents such as oil
spills, clean up costs, etc.
Main risk for investing in oil & gas sector is price
volatility. Oil prices collapsed in 2020 due to
COVID-19 pandemic & economic slowdown. OPEC
planned to historic production cuts to stabilize
prices, which was dropped to 20-year lows
Oil Spill Risk can decrease the
company’s share price heavily. It
also have a severe impact on
marine life & habitats
Significant risk due to dividend
cut since companies are unable to
make enough revenues to fund the
payments to investors

24

Economic Instability due to COVID in Oil and Gas Sector
25
This slide covers the economic risks in oil and gas industry such as which leads to crude oil’s historic crash below zero on 20th April 2020.
U.S. oil prices went below zero for
the first time in history on April
20th, 2020.
Oil companies need to halt the
production since coronavirus
pandemic has decreased the fuel
demand massively.
The oil and gas producers want the
government to defer taxes on output
and end price controlling, which will
help the company to deal with twin
shock of global supply and fall in
demand due to COVID-19.
Key Insights
-13.0
-40
-30
-20
-10
0
10
20
2:01 4:01 6:01 8:01 10:01 12:01 14:01 16:01 18:01
April 20 2020
U.S Crude Oil’s Historic Crash Below Zero
Auto
Price
USD
Bpl

Coronavirus Risks Civil Unrest Backlash in America
26
This slide covers the civil unrest risks in the US economy such as postponed elections, poverty, hunger crime, social upheaval, etc.
COVID is artificially containing civil unrest in America
which due to postponed elections
Many American states have enforced containment
measures in civil liberties, postponed elections, etc.
Countries such as Venezuela, Colombia, Ecuador,
Peru and Bolivia are having worst performance in civil
unrest index and will face major risk of social breakdown
Many countries have declared state of exception to
enforce containment measures which are rated as
extreme or high risk in civil unrest index
15 countries in Latin America were due to hold elections in 2020,
& 12 have either postponed voting or are considering a delay
Other countries have already seen civil unrest. It is said that
crime, protests, & social upheaval are a real threat in the US
About 22 millionAmericans filed for unemployment, a number
expected to grow as the coronavirus & subsequent lockdowns
ravage the economy

27

Severity Matrix by Upstream Operations
28
This slide covers the severity matrix based on vulnerability and severity of upstream operations such as exploration, development and production.
Vulnerability
Severity
Low High
High
Low
Exploration
Development
Production &
Abandonment
Extreme
V. High
High
Medium
Low
Overall Risk Profile
Well
intervention,
workover &
abandonment
Exploratory &
Appraisal
Drilling
Well
Completion
Add text here
Field
Development
Planning
Add text
here
Geophysical
Surveys
Add text here
Development
Drilling
Production

Geophysical
Surveys
Seismic
Imaging
Exploratory
Appraisal
Drilling
Field
Development
Planning
Development
Drilling
Production
Operation
Well
Intervention
& Workers
Add Text
Here
Vulnerability
Num. of User, Vendors, Services
Mode & Flow of Information
Maturity of Security Controls
Add Text Here
Severity
Business Disruption
Legal & Regulatory Cost
Reputation Damage
Add Text Here
Add Text Here
Severity Matrix for O&G Operations
29
This slide covers the severity matrix for oil and gas, based on vulnerability and operations such as geophysical surveys, seismic imaging, exploratory, etc.
Low Severity
& Vulnerability
High Severity
& Vulnerability
Operations
Parameters

30

Risk Assessment Matrix Model for O&G Company
31
This slide covers the risk assessment matrix model for oil and gas company with failure probability and consequences.
People (P) Slight Injury Minor Injury Major Single Fatality Multiple Fatalities
Asset (A) Slight Damage Minor Damage Local Damage Major Damage Extensive Damage
Environment (E) Slight Effect Minor Effect Localized Effect Major Effect Massive Effect
Reputation (R) Slight Impact Local Impact Industry Impact National Impact
International
Impact
Severity Rating
1
Negligible
2
Minor
3
Moderate
4
Major
5
Catastrophic
(E ) Very likely to happened Moderate High High Very High Ver High
(D) Likely to happened Low Moderates High High Very High
(C) Possible to happened Low Low Moderate High High
(B) Unlikely to happened Very Low Low Low Moderate High
(A) Very unlikely to
happened
Very Low Very Low Low Low Moderate
Consequence
of
Failure
(COF)
Probability
of
Failure
(POF)

Continuous Improvement Readiness Assessment Tool
32
This slide covers the risk readiness assessment tool which can be used by oil and gas company.
1 Allows suggestions to be implemented quickly True 5 4 3 2 1 False
2 Sees effective suggestions result in lasting work True 5 4 3 2 1 False
3 Reduces Costs True 5 4 3 2 1 False
4 Reduces Defects True 5 4 3 2 1 False
5 Allow us to be competitive True 5 4 3 2 1 False
6 Provide a widely understood way of improving True 5 4 3 2 1 False
7 Encourages work teams to work together to find solutions to challenges True 5 4 3 2 1 False
8 Enables people from different departments to work together True 5 4 3 2 1 False
9 Shares lessons learned across teams True 5 4 3 2 1 False
10 Helps to increase morale True 5 4 3 2 1 False
11 Add Text Here True 5 4 3 2 1 False
12 Add Text Here True 5 4 3 2 1 False

PHASES
STAGES
Geological
Prospectivity
Exploratory
Drilling
Add
Text Here
Field
Planning
Engineering &
Construction
Add Text
Here
Well
Completion
Production
Operations
Add Text
Here
Mechanize
Sensorize
Add Text
Here
Integrate
Analyze
Visualize
Add Text
Here
Robotize
Craft
Add Text
Here
Digital Goal Mapping for Upstream Operations
33
This slide covers the digital goal mapping for upstream operations by oil & gas company which focuses on exploration, development, & production.
Physical
to
Digital
Digital
Digital
to
Physical
Exploration Development Production
Company’s Current Status Company’s Future Status (after 2-3 years)

34

Risk Management Strategies in Oil and Gas Company
35
This slide covers the risk management strategies in oil and gas company which focuses on audit committee, board of directors, president, risk committee, control unit, etc.
Audit
Committee
Evaluate risks
Prepare recommendations
for board of directors
Board of
Directors
Approval of local regulatory
acts on risk management
Add Text Here
President
Ensure functioning of risk
management system
Organize the work
Risk
Committee
Make decisions on risks
and how to respond
Tries to increase
efficiency
Managers – Risk Owners
Risk analysis of set goals
Informing supervisors
about risks
Developing measures of
risks and monitor them
Organizers of Risk Management in
Subsidiaries
Organize risk management by
analyzing and consolidating
the information on risks
Create summary periodic
reporting on risks
Coordinate improvement on
risk management system
Add text here
Control & Internal
Audit Unit

Risk Mitigation Strategies for Upstream Operations
36
This slide covers the risk mitigation strategies for upstream operations such as exploration, development and production.
Secure
Vigilant
Resilient
Tokenizing actual seismic data and running
applications on tokens
Add Text Here
Administering a comprehensive risk-based
patch-management program
Add Text Here
Running scans on cloned systems against a
new baseline of physics and non-physics data
Monitoring key indicators of compromise by
tracking threat feeds from external sources
Setting up a cluster-based backup
architecture for data stored in multiple
storage needs
Developing cross-discipline cyber playbook
for onsite and offsite people
Add Text Here
Exploration
Competitive seismic data can be
stolen through network storage
nodes for an offshore field
Development
For better deviation and
integrity issues, drilling
parameters are pre deployed
Production
Speed of motor pumps are
changed for sub-optimal
production and damaging wells

37

Mitigation Strategies for Oil & Gas Business Continuity Planning
38
This slide covers the civil unrest risks in the US economy such as postponed elections, poverty, hunger crime, social upheaval, etc..
Assessment Process Areas Covered Assesses
Hazards Assessment
› Hazard-prone Areas During Upstream, Midstream or
Downstream Operations.
› Address the Location and Boundaries
› Magnitude of an Event
› Likelihood of Each Event
Vulnerability Assessment › Susceptibility to Damage
› Number of People at Risk
› Value of Property
› Number & Function of the Exposed Critical Systems
› Dangers of Secondary Hazards
Power Assessment
› Adequacy of Back-up Power Systems
› Surge Suppression
› Primary Power Source Reliability
› Lack of Power
› Increasing the Likelihood of Cascading Failures and a
Catastrophic Outcome
Risk Assessment
› Probable Degree of Damage
› Ripple Effects of Pipeline Break
› Loss of Power
› Substantial Raising of Risk Profile
Disaster Recovery Assessment › Add Text Here › Add Text Here
Fire Safety Assessment › Add Text Here › Add Text Here
Security And Alarm Assessment › Add Text Here › Add Text Here
Environment Assessment › Add Text Here › Add Text Here

Four Imperatives to Mitigate Challenges for Oil & Gas Company
39
This slide covers the imperatives which must be considered in O&G company for easy and better business continuity after the pandemic.
Ensure Short Term Business Continuity
› By adopting best measures to safeguard teams
› By staying connected with the suppliers, dealers and other stakeholders
› By mitigating risk related to manpower availability
Restructuring Costs
› By conserving cash and optimize working capital
› By developing programs to fundamentally alter the cost structure
› By adopting new technologies
Re-configuring the Operating Model
› People : By integrating productivity gains
› Processes : By sustaining the benefits gained from adoption of digital
tools, rapid decision making
› Governance : By adopting localized governance to ensure resilience in
operations
Prepare for the Future
› By developing portfolio strategies for the future
› By exploring partnership and M&A opportunities
› By using the opportunity to prepare for Energy Transition

40

› Supply Continuity
› Commercial
Arrangements
› Add text here
Risk Mitigation Policies for Oil and Gas Workers During COVID
41
This slide covers the risk mitigation policies such as customer interface, competitiveness, operational resilience, support infrastructure, etc.
Liquidity &
Capital Mgmt.
Operational
Resilience
Support
Infrastructure
Customer
Interface
Competitiveness
(Cost & Spend)
Rapid Cost Take Out- Zero Base Everything
› Analytics & analogue driven rapid reductions
› Ecosystem Collaboration to unlock value
› Add Text Here
(Stress Test and) Rebalance
Capital Spend & Portfolio
› Implications of scenarios on
capital allocation
› Drive liquidity decisions
balancing short &medium term
› Add Text Here
Enable Workforce &
Supply Chain
› Connected workforce & supply chain
› Resilient supply chain
› Flexible/ contingent workforce
› Add text here
Ensure Customer
Interactions
Reset Back – Office &
Technology Support
› Variabilize cost structure
› Form investment syndicate for
technology modernization
› Add text here
24/7 Virtual
Command Center
Dynamic Market
Scenarios
Business Risks
assessment Mechanism
Identify key gaps
and short falls
Add Text Here

42

Incident Reporting Form by Oil and Gas Company (1/2)
43
This slide covers the dangerous goods incident report along with the incident and employee details.
Category : Code 1 Incident Data Time : MCTS # :
Received by EMBC Operations Offices : When Received : 2020-06-13 09,16
Text Here
Spiller :
Incident Location
& Field Name :
First Nations Land : ___Yes ____No “Traditional Use” Land : ___Yes ___No ___Unknown
Affected First Nations Band : ________________________________
Describe affected area : ___Forest ___muskeg ___residential ___other: __________
Confined to company property ?
Access to affected area: ____ATV ___Helicopter ____Four-wheel-drive _____Two-wheel-drive
Road Conditions : _______________________________________________________________
Area : EMBC Region : NEA MOE Region : Peace Region
Caller Identification
Caller A : Caller B :
Org : Org :
Phone : Phone :
Alternate : Alternate :
Time : Time :
Present Location : Present Location :
H2S : No
Material(s) : CONDENSATE
Amount(s) : 1 Cube
Can you hear or smell gas? No
Type : Battery / Plant Other :
Affected Environment : Ground Other :
Level of Threat : Minor Medical Assistance Required :
Risk Score 1-2
Online report required by spiller within 24 hours https://Kermit.bcogc.ca/Login.aspx
Emergency Planning Zone Size __________________________________________ Km
Type of Spilling : Other Spill Type :
Equipment Failure
Estimated release rate / volume :
Gas Rate __________________________ 102m2/d or ________________________________________ mmcfd
Gas Volume ________________________102m2 or ________________________________________mmscf
Liquid Rate _________________________ m2/d or ________________________________________ BPD
Liquid Volume _______________________ m2 or ________________________________________ bbls
Well Status :
Depth / Perforations _______________________________mKB Wellbore Fluid Density _____________________________ Kg/m
2
Pit Gain ________________________________________ m Kill Fluid Density __________________________________ Kg/m
2
SIDPP / SITP ____________________________________ KPa Misc ____________________________________________
SICP ___________________________________________ KPa _______________________________________________
RSPP __________________________________________ Kpa ________________________________________________

Incident Reporting Form by Oil and Gas Company (2/2)
44
This slide covers the incident report based on geographic references along with the incident and employee details.
Geophysical Program
Geo # :
Program Name :
Client Name :
Well
WA # : Location :
Name : Operator :
Surface Owner :
Current Status :
Facility
Class Code : Location :
ID Code : Operator :
Facility Name :
Pipeline
Project # : Project Operator :
Text Here NEB :
Pipeline Segments :
Pipeline Segment
Segment # : From Location :
CSA Class Location : To Location :
Status : Operator :
FID # :
Valve :
Division # :
Pipeline Installations
Installation ID : Installation Type Location :

Assessment Structure of Each Incident
45
This slide covers the assessment of each incident such as catastrophic, critical, serious, marginal, negligible.
Particulars
Direct Functional
loss
Injury to
People
Damage to the
Environment
Loss or Damage of
Assets
Immaterial
Loss
Total
Loss
Catastrophic $7,000 17 $ 1,500 $ 1,000 $3,000 $ 12,500
Critical $4,500 6 $500 $900 $ 5,000 $ 10,900
Serious Your Text Here Your Text Here Your Text Here Your Text Here Your Text Here Your Text Here
Marginal Your Text Here Your Text Here Your Text Here Your Text Here Your Text Here Your Text Here
Negligible Your Text Here Your Text Here Your Text Here Your Text Here Your Text Here Your Text Here

46

Oil and Gas Business Unit Maturity Model
47
This slide covers the business maturity models based on different levels and focus is on awareness and training, compliance audit, emerging threats, etc.
Business
Unit
Awareness
& Training
Compliance
& Audit
Emerging
Threats
Incident
Response(IR)
Operations
& Support
Add Text
Here
Add Text
Here
1 2 3 20 1 2 2 3
2 3 2 3 2 3 2 2
3 2 3 2 1 2 1 3
4 3 3 2 2 3 3 3
5 2 2 3 1 1 2 1
6 2 3 2 1 1 2 2
7 3 2 3 2 3 2 3
8 3 3 3 3 3 3 3
Key Insights
› Level 1 : Processes are unorganized and
unstructured. Here, organization business
unit needs more work.
› Level 2 : Process is being established,
defined and documented
› Level 3 : More focus for documentation,
standardization, and maintenance support.
› Level 4 : Add text here
› Level 5 : Add text here

Oil and Gas Resource Discovery Distribution
48
This slide covers the graph which shows resource range and distribution on different trap types such as stratigraphic, combination, four-way dip, and faulted.
Estimated 1 BILLION
BARREL OF OIL
equipment (boe) of
recoverable resources
Trap Type P90 P50 Mean P10 P1 Discoveries
Stratigraphic 3 46 438 700 6,430 77
Combination 3 44 500 740 7,380 88
Four-way Dip 1 13 210 270 3,100 108
Faulted 2 13 44 100 500 321
Resource Distribution, MMboe (Million Barrels of Oil Equivalent)
Four-way Dip
Faulted
Stratigraphic
Combination
Resource Range
P100
0
P10
P20
P30
P40
P50
P60
P70
P80
P90
Exceedance
Probability
%
0 0.1 1 10 100 1,1000 10,000
Resources, MMboe

Global Average Annual Energy Investment by Type and Scenario
49
This graph covers the role of oil and gas companies in the energy transition based on type and scenarios.
0
200
400
600
800
1000
1200
2019-30 2031-40 2019-30 2031-40
Fossil Fuels without CCUS
Electricity Networks
Nuclear & Other
Renewables
$2018
Billion
Stated Policies Sustainable Development

Role of Oil and Gas company in Energy Transition
50
This graph covers the role of oil and gas companies in the energy transition based on other countries.
South Africa
Pakistan
Bangladesh
Mongolia
Indonesia
China
Vietnam
Egypt
In 2018, US gas consumption was
increased by 11%, adding 14.5
gigawatts (GW) of natural gas
capacity compared to almost 13 GW
of coal-fired plant retirements.
Key Capacity
15,000 Mw
5,000 Mw
500 Mw

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