lapa – transfer of operatorship · location of the lapa field 3 • lapa oil field • mid-size...

S h e r a t o n R i o G r a n d H o t e l & R e s o r t • R i o d e J a n e i r o , B r a z i l • 2 0 - 2 1 F e b r u a r y 2 0 1 9

LAPA – Transfer of operatorship

Philippe BLANCHARDTotal E&P do Brasil LTDA

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Objective

• Share the feedback on the first operatorship transfer of a producing field

initially operated by Petrobras in the Brazilian pre-salt.

2

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Location of the Lapa field

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• Lapa oil field• Mid-size pre-salt field in Santos Bassin

• Part of BMS 9A

• 2,150 m water depth, 300Km from shore

• Discovered by Petrobras in 2007

• First oil at end 2016

• Carbonates reservoir with good porosity and permeability

• 2 poles:

• NE: on-going development

• SW: to be developed

• 1 FPSO lease & Operate by Modec: 100 kbopd, 5 MMscfd

• 5 wells drilled to date on NE.First pre-salt field to be operated by an

IOC

35% Op.

30%

25%

10% (Previous : Op 45%)

LAPA

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Lapa field – timeline

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Transfer of LAPA field

rights

2016 2017 2018

TOTAL & PETROBRAS

sign a Strategic

Alliance

DAY 1

October

December March

January

Internal workstreams

1st oil

2015

2014201320122011

June

FPSO MV27 in

final location

EW tests

October January

...

Concession: ANP Bid Round #2, 2000

Oil Discovery: 2007

December

Declaration of Commerciality of

Carioca Field

February

FPSO MV27’s

departure from

Japan

March

MV27’s plant modules integration in Singapore

7-LPA-1D

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Organization, governance

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• Implement a Transition Management Plan

• Rigorous organization with clear governance

• Transition Managers, Workstreams and Steering Committee identified

• Shared objectives

• Planning , check lists

• Meetings, workshops

Detailed transition process accurately definedWhen signing Strategic Alliance

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▪ No health and safety incident

▪ No environmental incident

▪ Ensure business & production continuity

▪ Guarantee all works at Day 1

▪ Ensure drilling readiness

▪ Progress complementary Lapa development phases

No HSE incidentNo disruption to

production & operations

Optimize development plan to enhance asset

value

Three main objectives to achieve transfer success

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1- Key focus on HSE, a core value for TOTAL

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● Develop Critical HSE procedures

● Perform pre-transfer audits

● Set up all bridging documents

● Prepare all dossiers for licenses

● Adapt matrix regulation (SGSO, SGSS, SGIP) to the new operator

● Implement a clear and efficient Emergency readiness

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2- Transfer implies new approval process

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Licenses LO/LI

ANP approval

Partners approval

License LP

IBAMA approval (OSR test)

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3- Smooth transition to new business model

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• Petrobras – Domestic giant knowing very well its basins• Solid experience on lease and operate FPSOs

• Total – world wide experience in deep waters• Solid experience in EPCI FPSOs

• Transition in business model

• Operate FPSO lease and operate FPSO

• Old REPETRO REPETRO SPED

• SGSO/SGSS/SGIP Petrobras SGSO/SGSS/SGIP Total

• Dedicated Brazilian procurement Total world wide procurement

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4- One single goal: make it work

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• Team commitment

• Alignment on goals

• Trust

• Management availability

• Adaptability• For workstreams reflecting Petrobras’

working structure, to facilitate the exchanges

• To regulatory perimeter

• Continuous improvement

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5- The right people for the right job

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• Focus on identifying the right key profiles • People: focus on agile, experienced and flexible

profiles

• Management of Expatriates and Nationals

• Using the best of the deep water experience in each Company

• The right people to be able to provide the right information at the right time

• Human factor is the key......

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• The Santos Basin is experiencing some severe meteocean conditions

● Ship To Ship

● DPST

● Future

CTV + Tanker

6 – Define your offloading solution

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At the end, a great success

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Disclaimer

This presentation may include forward-looking statements within the meaning of the PrivateSecurities Litigation Reform Act of 1995 with respect to the financial condition, results ofoperations, business, strategy and plans of TOTAL GROUP that are subject to risk factors anduncertainties caused by changes in, without limitation, technological development andinnovation, supply sources, legal framework, market conditions, political or economic events.

TOTAL GROUP does not assume any obligation to update publicly any forward-lookingstatement, whether as a result of new information, future events or otherwise. Furtherinformation on factors which could affect the company’s financial results is provided indocuments filed by TOTAL GROUP with the French Autorité des Marchés Financiers and the USSecurities and Exchange Commission.

Accordingly, no reliance may be placed on the accuracy or correctness of any such statements.

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