4 - Kuwait Oil Company

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1. KOC Business GuidelinesBusiness Guideline details that arerelated to West Kuwait Directoratefor Metric, Core Business andStrategic Functions & Enablers.2. Strategic Initiatives• Core Business InitiativesList of category-wise initiativesunder core business for eachGroup with description.• Strategic Functions & EnablersInitiativesList of category-wise initiativesunder Strategic Functions &Enablers for each Group withdescription.3. High Level ImplementationPlan• Action Plan ImplementationRoad MapAction Plan Roadmap for eachinitiative under each strategicfunction for each Group inthe given template for theDevelopment and improvement ofthe WK operations program.• Delivery Road Map (ProductionProfile)The annual average WKproduction capacity up to 2030for Base/Planned/ Potential andPossible cases.• Water & Gas ManagementThe annual average WK gasproduction capacity up to 2030and flaring chart with mainhighlights. In addition to theannual average, WK WaterProduction and injection up to2030.• Financial OutlookCapex and Opex requirementsup to year 2030 along with majorhighlights.• Manpower OutlookManpower forecast of all WKteams up to 2030.• Technology Road MapList of technologies needed tosupport the activities and projects,stating Business Impact Vs.Ability.4. Progression Template andResources RequiredSummary of the main elementsof AAP, i.e. production forecastup to 2030 compared to resourcesrequired wells to be drilled,ESPs by field, surface facilitiesavailability and utilities.5. Risks and IssuesRisk Matrix indicating (ImpactVs. Probability) is generatedwhich shows list of associatedrisks identified by WK teams andsupport groups that may hinderthe delivery of targeted objectives.6. Economic AssessmentsEconomic assumptions as per thelatest KPC Corporate Guidelinesare being used to developeconomic results for Planned,Potential and Possible productionscenarios.7. Conclusions and WayForwardAs a result of the said exercise,summary of main outcomes andpotential issues is given alongwith recommendations for WayForward.Other Appendices of AAP:Appendix I: Production Profile• Crude Oil ProductionForecast - 20 Year by GC& Field and also by cases(Planned+Potential+Possible)• Crude Oil, Water and GasProduction Composite Forecast10October - December 2012
Appendix II: 72 MonthsProduction Forecast and ShutdownPlanAppendix III: Wells DrillingRequirements and Well InventoryAppendix IV: Workover/Surveillance & RiglessAppendix V: Capital Projects• Recent re-phasing of all WKDcapital projects listed in KOCBudget Book, taking intoconsideration the current statusfor project’s implementation andlink with other activities in thefields.Appendix VI: Facility ProjectTiming• List the key facility projectsand provide the status. Theseprojects are considered keymajor events to deliver the 2030Strategy.• The status is updated by PL(WK)Appendix VII: Detailed EconomicAppraisal• Using PEEP application andlatest KPC guidelines, economicassessment is carried out for theWK Development Plan basedon the different scenarios andin comparison with last yearindicators.Appendix VIII: 2030 PowerStrategy charts for WK Directorate• 2030 Power Strategyrequirements are coordinatedand finalized by PL (WK).Appendix IX: 2030 WKD PowerPlan• An update of electrical powerrequirements for WK facilitiesand wells categorized by WKproduction fields, Export andMarine business.ConclusionThe primary objective of theKOC Action Plan is to help theCompany concentrate its effortson areas that require the mostattention in order to allow fordecisions to be made that willturn particular goals into reality.The Action Plan also seeks toidentify and set a range of KOCobjectives that are achievableand measurable and presentthem in a platform that KOCofficials can easily understand andbenefit from. When Action Planinformation is compiled, it allowsfor the effective prioritizationof tasks while also providingchannels for KOC to identifysteps needed to achieve goals andmeet deadlines. The end result isthat KOC will be better adaptedto anticipate future occurrences.This, in turn, will reduce the totalnumber of mistakes and oversightsthat may occur in day-to-dayoperations. As a result, KOCwill be more competitive in itsfield by remaining able to use itsresources to be more productiveand efficient throughout all areasof operation.October - December 2012 11
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