1. PIDX Supplier KPI Project Update PIDX Executive Update – Dec 18 th 2013 Daryl Fullerton, PIDX International © PIDX, Inc. 2012

2. Table of Contents © PIDX, Inc. 2011 1.Overview 2.Project Recent Wins – (Nov Dec 2013) 3.KPI Dictionary Update 4.Status Update on Timeline 5.12 Point Plan ( 2014 - Next 6 Mths) 6.Marketing the Supplier KPI Project 7.Challenges 8.AOB

3. © PIDX, Inc. 2012 Supplier KPI Project Overview Overview The PIDX Supplier KPI Projects main focus is to develop a Supplier KPI Data Dictionary (Phase 1) followed by the development and automation of Supplier KPI data transfer between Suppliers and Oil & Gas Operators (Phase 2) beginning in late 2014. Phase 1 project objectives are to compile an Industry Data Dictionary for Standardization of KPI terminology and definitions, e.g. NPT, TRIR etc Focus: Upstream / Downstream Commenced: 2011 Participants : c80 Contact: Daryl Fullerton dfullerton@pidx.orgdfullerton@pidx.org Mike Washington michael.washington@conocophillips.commichael.washington@conocophillips.com Wins when Implemented Standardization on KPI Terminology Industry Recognized and endorsed Supplier KPI Data Dictionary. Significantly better QPR’s Cost savings for Service Companies More Accurate Data for Operators Standard for Supplier KPI Data Transfer Key Drivers – Why we Need Industry Wide KPI Definition Chaos between different Operator KPI Definitions and the Supply Chain Supplier Base Scorecard Overload Cost Savings Time = Money Better Data Accuracy Improved Data QA/QC Scorecard impact on working conditions.

4. Industry – Current State of SPM Many Operators have SPM Initiatives in operation or underway. Often Contract Awards for a new Supplier based on WOM or past performance but KPI Terminology / Definitions may differ. – Big Problem Area Many KPI initiatives are Regionally Focused or Category Line Focused with no Global Company Wide KPI role up. Very few provide Visibility on KPIs on Real Time to Suppliers Often no way of telling whether A team or B team until things go wrong – Likeness to Political Campaigns / Elections No way of facilitating regional Specific KPIs that Matter. Huge Drive to Standardise KPI terminology. Apples with Apples and Like with Like. Automated of KPI data gathering extremely low. Confidential © 2013 PIDX 4

5. Project Recent Wins

6. Recent Wins for the Project (Nov Dec 2013) © PIDX, Inc. 2011 1.BP on Board Project 2.IACCM interested in Joining Project 3.BP Submitted KPIs 4.Shell - Participation forms Submitted 5.Talks held with 8over8 about joining ( Contract Specific KPIs for Major Projects) 6.Chevron now have Nominated a dedicated representative 7.In talks with Glencore Xtrata about joining (they are one of the Worlds largest Mining & Exploration Cos) 8.In talks with Aramco about joining. 9.Interest from Genel Energy (Tony Hayward is CEO), Conversations had, Follow up Jan 2014

7. Project Plan

8. Project Timeline 2013- 2014

9. 9 Performance Areas (Level 1) Framework Agreed 09/09/2015 Classification: Internal QUALITY SUPPLIER DELIVERY COST BEHAVIOUR HSE Level 1

10. Supplier KPI Data Dictionary Update (Dec 2013) © PIDX, Inc. 2011 1.Template for Data Collection Agreed. 2.5 Performance Areas Defined and Agreed. 3.Over 440 KPI’s recieved and in progress of being added to Master Data Dictionary 4.KPI’s Submitted by 15 Companies 5.Planning for Conversion of KPI Dictionary Spreadsheet to from Excel to Data Base underway. Accomplishments to Date

11. KPIs to Standardize KPI NameKPI Definition Total Recordable Incident Rate (TRIR) = Recordable Cases * 200,000 / Hours Worked OSHA Severity Rate OSHA SR = (Lost Workdays + Restricted Workdays) * 200,000 / Hours Worked Lost Workday Case Incidence Rate LWIR = Lost Workday Cases * 200,000 / Hours Worked OSHA Incidence Rate (OSHA IR) = (Lost Workday Cases + Restricted Workday Cases) * 200,000 / Hours Worked Actual Costs Vs Planned Cost Days (Actual Cost of Services/Actual Operating Time (days))/(Planned Cost of Services/Planned Operating Time (days) ) NPC % OF ACTUAL COST(Total non productive Cost NPC/Actual Cost of Services)*100.0 Days per 10k(Total number of drilling days / Total feet drilled)*10,000 NPT in % of operating time(Product Line Related Total Non-Productive Time NPT (days)/Actual Operating Time (days))*100.0 Operating Efficiency %Operating Efficiency = (Operating Time-Agreed NPT)/Operating Time x 100 Days Away from Work Injury Freq.(Days Away From Work Injuries/Total Manhours)*200000.0 Stop Cards Issue RateNumber of Stop Cards recorded for the supplier per 200,000 man hours Recordable Injuries and Illnesses Frequency(No. of Recordable Injury and Illnesses*200000.0)/No.of Man-hours worked % Objectives Met(number of objectives met / number of objectives defined) * 100 On Time Delivery RateOn Time Delivery in Full to Specification / Total Deliveries Received Right First Time Invoicing RateInvoices received Right First Time / Total Invoices Received *100 Days Sales Outstanding RatioDSO ratio = accounts receivable / (annual sales / 365 days) Days Payment Outstanding RatioDPO ratio = accounts payable / (annual sales / 365 days)

12. Submitted V Standardised Goal = Feb 2014 Publish the 21 or so KPIs for Industry Feedback

13. Participation Update

14. © PIDX, Inc. 2012 2011 - 2013 Workgroup Meeting Participation / Expressions of Interest Apache BP Cairn Energy* Chevron ConocoPhillips EP Energy Genel Kinder Morgan Murphy Oil Marathon Noble Energy Nexen Penn West Exploration RWE Sasol Shell Statoil Talisman Tullow Oil Wintershal Aker Solutions Amec Baker Hughes CBI Cameron GE Oil & Gas Genel Halliburton Oceaneering Pacific Drilling * Schlumberger Siemens Tetra Technologies Transocean Weatherford Total Participants / Interested Parties = c80 Last Updated Date: November 2013 OperatorsService Companies / Suppliers

15. © PIDX, Inc. 2012 KPI Data Dictionary Contributing Companies & Organisations & Desired State Already Submitted KPI’s Afren BP Conoco Philips Halliburton Nexen OSHA Actian PICS Wintershall Hackett Group Sasol Statoil Wintershall Update as at Sept December Apache Aker Solutions Anadarko Amec Baker Hughes Chevron Cameron GE Oil & Gas EP Energy Hess Marathon Oceaneering Pacific Drilling Schlumberger Transocean Weatherford Wintershall And as many more contributors as we can get. Total Participants / Interested Parties = circa 80 Last Updated Date: December 2013 KPIs Submitted to DateFollowups

16. Future Meetings / Deliverables Schedule (Next 6 Mths) © PIDX, Inc. 2011 Meetings 2013 Q4 - Houston Meeting – Sept 13th 2013 Location Schlumberger, Houston Q4- London Meeting – Oct 17th 2013 Q3 / Q4 Continue to Map New KPI’s as and when recieved from participant Companies. 2014 Continue to Map New KPI’s as and when recieved from participant Companies. Q1 / Q2 Meeting Locations to be decided Supplier Performance Dictionary releases 2013 Q2 / Q3- Populate Supplier KPI Dictionary Alpha Version 1.08 to 1.12 Q4 October - Draft Supplier Performance KPI Dictionary BETA V1 Q4 December – Ver 1- Supplier KPI Dictionary 2014 Q2 2014 – Ver 2- Supplier KPI Dictionary

17. Success – PIDX Standard for Automated Transmission of KPI Data between Suppliers and Operators SPM 140 Data Inputs SPM 26 Data Inputs KPI Data Inputs Operator 1 Service Co 1 Service Co 2 Service Co 3 Operator 2 Service Co 1 Service Co 2 Service Co 3 Clients 70 KPI Data Inputs Service Co 3 CRM Internal DB’s Clients Operator 1 Operator 4 Operator 3

18. 12 Point Plan

19. 12 Point Plan ( Q1-Q2 2014) © PIDX, Inc. 2011 1.Project Update to All Participants Jan 16 th 2014 1.Update, KPIs for Standardisation 2.Project Plan 2.Marketing for Supplier KPI Feb Meeting Jan 20 th 2014 3.Apoint VC Europe Jan 21 st 2014 4.Announce VC Europe Jan 28 th 2014 5.PSCM Conference (Ams) Jan 30 th 2014 6.Supplier KPI eBrochure Feb 2 nd 2014 7.Standardise KPIs (Feb 2014 to June 2014) 8.Houston Meeting Feb 20 th 2014 9.Colate feedback from Houston Meeting Feb 23 rd 2014 10.Publish Houston Meeting Minutes Feb 30 th 2014 11.Marketing for Remaining 2014 Meetings Mar 3 rd 2014 12.Publish Standardised KPIs V1 (to date) May 2014

20. Marketing

21. Marketing Plan for Supplier KPI © PIDX, Inc. 2011 1.PIDX Conferences Houston April 2014, London May 2014, 2.Adhoc Meetings Houston February 2014 London March 2014 3.Direct Calls & meetings with Interested Parties 4.Oil & Gas Supply Chain Conferences 5.PIDX Website 6.Linkedin 7.Other Publications (Digital Energy, Oil IT) 8.Educate PIDX Country Reps 9.PIDX Supplier KPI - Ebrochure (2 Pager) 10.Presentation on Slideshare

22. Assistance Required

23. Challenges / Assistance Required © PIDX, Inc. 2011 1.Registered Participation from more Suppliers possibly we could leverage some contacts in (OFS-Members) 2.Meeting Sponsorship Houston Feb 2014 London May 2014 3.KPI Documentation / Repository 4.Financial / Travel Costs / Project Exposure Third Party Conferences 3 Per Year @ $2000 each example : http://pscm.insideintelligence.com/ http://pscm.insideintelligence.com/ 5.Costs - Consultants (Hackett ) ? 6.IACCM Membership (36000 Members 20% Oil & Gas Help Market the Project through IACCM Surveys, Webinars etc Cost –Membership $3500 PA