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Canadian Heavy Oil Association Presentation November 10 th , 2011 A Different View of Project Execution

Canadian Heavy Oil Association Presentation November 10 th , 2011 A Different View of Project Execution. SAGD Construction Project Timelines. Background in SAGD Deer Creek Energy - Joslyn Pilot Plant. Background in SAGD Deer Creek Energy - Joslyn Commercial Facility.

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Canadian Heavy Oil Association Presentation November 10 th , 2011 A Different View of Project Execution

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  1. Canadian Heavy Oil AssociationPresentationNovember 10th, 2011A Different View of Project Execution

  2. SAGD Construction Project Timelines

  3. Background in SAGDDeer Creek Energy - Joslyn Pilot Plant

  4. Background in SAGDDeer Creek Energy - Joslyn Commercial Facility

  5. Background in SAGDConnacher Oil and Gas – Pod I Commercial Facility

  6. Background in SAGDConnacher Oil and Gas – Algar Commercial Facility

  7. Current Projects • Pengrowth Energy Corporation – Lindbergh Pilot Plant • Currently Under Construction • Scheduled for Startup in Q1 of 2012 • Southern Pacific Resources – McKay River Commercial SAGD • Currently Under Construction • Scheduled for Startup in Q2 of 2012 • N-Solv Corporation – McKay River Pilot Project • Currently undergoing Engineering • Scheduled for Startup in Q4 of 2012

  8. Typical ProjectAlgar Commercial Facility – Early Road Construction

  9. Typical ProjectAlgar Commercial Facility – Road Construction Complete

  10. Typical ProjectAlgar Commercial Facility – Plantsite Civil Preparation

  11. Typical ProjectAlgar Commercial Facility – Pile Driving

  12. Typical ProjectAlgar Commercial Facility – Day 30

  13. Typical ProjectAlgar Commercial Facility – Day 150 – Evaporator Lift

  14. Typical ProjectAlgar Commercial Facility – Typical Module Installation

  15. Typical ProjectAlgar Commercial Facility – Day 240

  16. Typical ProjectAlgar Commercial Facility – First Steam

  17. Project Execution • Process Design • Detailed Process Review • Early Involvement of Operations • Ability of the Team to quickly evaluate process options incorporating input from all stakeholders & to implement decisions rapidly • Ability of the Team to recognize unit operations that have been successfully utilized in similar applications and not waste time in re-evaluation unless justified • Contracting Strategy & Risk Management • Best scenario for a successful project is where the goals of the Owner, Project Managers, Vendors, and Contractors are all aligned. • Lump Sum for Engineering Contractor based on a % of +/- AFE • Sole Source Supply where justified • Detailed bid process where justified • Time and materials based contracts • Field contracts a mix of fixed price and hourly

  18. Project Execution • Shop Fabrication Procurement • Onus heavily on Engineering Contractor • Schedule of IFC drawings determines the project schedule and predicted cash burn • Management of Change • Attention to detail & very rigorous shop inspection • Constructability • Logistics and Transport • Difficulty of the Transportation Corridor • Close communication between Shop Coordinators, Field Supervisors, and Transport Contractor • $/km contract for transport • Flexibility of field contracting strategy

  19. Project Execution • Field Construction • Under this execution strategy this area presents the greatest risk for cost control • Success is highly dependent on accuracy of engineering contractor – stuff has to fit • Primary Mechanical Contractor on hourly • Secondary Mechancial Contractor on hourly • Typical to go lump sum of E&I • Flexibility for Field Supervisors • System in place to closely monitor Cash Burn vs Productivity.

  20. Specific TechniquesTight Spooling

  21. Specific TechniquesPipe Modules

  22. Specific TechniquesPouring Pod I Tank Base

  23. Specific TechniquesAlgar - Pile Supported Steel Tank Floors

  24. Specific TechniquesPod I Grade Beam, Floor, Supports, & Mod Installation

  25. Specific TechniquesAlgar Grade Beam / Piles

  26. Specific TechniquesAlgar Equipment Setting

  27. Closing Remarks “It’s about the People, not the process”Neal Gartner, Engineering Manager, AMEC BDROctober 2011

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