The magazine for Woodside people | Q4 2016The magazine for Woodside people | Q4 2017

Trunkline

Stepping on the gas at Wheatstone 4-5

Faster communications only the start 6

Pluto sets sights on growth 7

Innovation in action 8

Getting technical 9

Standing together worldwide 10-11

EditorKellie Bombardieri t: +61 8 9348 6743

JournalistMark Irving

AdministratorRachel Aumord

PhotographyJames CampbellRob Simeon

Design287 Design

PrintingQuality Press

Trunkline is published four times a year by Woodside Energy Ltd. Back issues of Trunkline are available for viewing on the Woodside intranet.

Brownfields in safe hands 12

Fluid thinking 13

Future focus in Senegal 14-15

Maintaining improvements 16-17

A day in the life of… an integrated

activity planner 18-19

On the cover

Teaming up: Woodside Week offered lots of opportunity for Woodsiders to share insights with each other and their families. Picture: James Campbell.

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Lab punches above weight 20

Energy awards 21

Domgas solution a winner 22-23

Opportunities generated at supplier forums 24

Helping Indigenous firms grow 25

Two into one works well 26

Salute to engineering guru 27

Cargoes unloaded, now time to step up 28

Graduates offer new views to challenges 29

King Bay four heed call 30

Random Discoveries 31-34

Final Frame 35

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Trunkline is printed on New Life Recycled coated paper, which is sourced from a sustainably managed forest and uses manufacturing processes of the highest environmental standards. Trunkline is printed by a Level 2 Environmental Accredited printer. The magazine is 100% recyclable.

An independent survey has shown that engagement levels at Woodside continue to climb and now sit on the cusp of the norm for global top performing companies.

This refers to companies across all industries, not just oil and gas; a sign that we are getting ever closer to realising our vision of becoming a global leader.

If you could represent the result in pictures, the cover of this edition of Trunkline would come close.

It depicts scenes from Woodside Week, an in-house conference that

supports our efforts to innovate, collaborate and accelerate.

Information and inspiration are shared via presentations (live-streamed to remote offices), workshops, expo booths and more. Even families get involved, flocking in on the final day to get a bit of insight into our working world.

But if you need more evidence, flick through the following pages.

Woodsiders are highly motivated to deliver great results. We're working together to drive sustainable progress.

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Notes on Petroleum Resource Estimates: All petroleum resource estimates in this publication are to be read in conjunction with the Reserves Statement in Woodside’s most recent annual report, as updated by subsequent ASX announcements available at http://www.woodside.com.au/Investors-Media/Announcements. This publication may contain forward-looking statements that are subject to risk factors associated with oil and gas businesses.

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Celebration time: Above, attending a commemoration event at the Wheatstone Project near Onslow in December was WA Premier Mark McGowan, Chevron Australia managing director Nigel Hearne, senior vice president Australia Operating Unit Wheatstone Niall Myles, general manager Wheatstone Rob MacKinnon, and Chevron chairman and chief executive officer John Watson. Opposite page, top, Rob MacKinnon, Paul Baker and Paul Stevens commemorate the Wheatstone start-up with the shovel which turned the first sod of earth at the plant; start-up process engineer Izac Mascall has the honour of executing the production choke valve open command, introducing hydrocarbons from the Brunello Field into the Wheatstone Platform.

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The first cargo of gas has been delivered and Woodside, with operator Chevron, is entering a new phase as the focus shifts from start-up to operations.

“This is a new experience for Woodside,” says Rob Mackinnon, general manager Wheatstone.

“Going forward, the focus is on transitioning from start-up into operations. And because we’re not the operator of the project, this situation is totally new for Woodside.

“We have the capability to provide support to the operator in different areas, in both maintenance and operations. So our role is about sharing with Chevron what we have learned as an LNG operator to help optimise the reliability of the plant and production.”

First LNG production occurred on 9 October, with the maiden shipment leaving from Onslow on 31 October on the Asia Venture, one of Chevron’s new LNG carriers, to Japan.

Stepping on the gas

For Woodside, the occasion represented a big stride along the path to increasing production volumes as Wheatstone transitions from a “cash-out” project to a “cash-in” operation.

Paul Baker, says it was an historic day for Woodside, not least our 26 seconded staff who have been working with Chevron to achieve a safe start-up.

“It’s really hard work to get a greenfields facility started up and our team did some great work with Chevron and Bechtel, and in doing so start the journey to becoming a reliable and lower cost LNG supplier,” says Paul, who led our team as vice president Wheatstone.

With the successful start-up completed, and the project entering a new phase, Paul has stepped into a new position and Rob Mackinnon now leads our Wheatstone team.

Rob has recently returned from a secondment to Wheatstone where he was the commissioning manager for its LNG Train 1 facilities.

“We’ve worked through the usual technical issues seen during early commissioning with a clear focus on flawless start-up and ultimately operational reliability,” he says.

“We all feel privileged to have been given the opportunity to provide support to Wheatstone and very proud of what has been achieved.”

He says the Woodside secondees did an excellent job in adding value and developing a strong working relationship with both Chevron and contractors, adding that he sees one of his main tasks as building on the strong ties with Chevron that Paul has developed.

“We want to enhance and improve those ties,” Rob says.

He notes that Woodside also has to ensure it has a sound strategy for dealing with operations of an operating asset (Julimar/Brunello) as well as being non-operator for the Wheatstone facilities.

The number of Woodside secondees has

at Wheatstone

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decreased slightly, but most will stay on at Onslow to support the start-up of Wheatstone’s Train 2, due to come on stream in Q3 2018.

Paul notes that Wheatstone has an integral role to play in implementing the company’s strategy, particularly Horizon 1 (from 2017 to 2021).

At full production, Wheatstone is expected to produce for Woodside more than 13MMboe (million barrels of oil equivalent) annually and the revenue generated will support the funding of medium-term investment in Horizon 2 (2022 to 2026) projects such as Browse, Myanmar and Scarborough, as well as improving our bottom line.

While the vast majority of Wheatstone’s foundation capacity will be sourced with gas from the Wheatstone and Iago fields, 20% is expected to come from a five-well development of the Julimar and Brunello fields.

Gas from these fields started flowing in late October.

“Start-up went extremely well with good collaboration between Woodside’s start-up team of subsea and start-up engineers working with Chevron’s operations team,” says Paul Stevens, operations superintendent Julimar.

“Thanks to terrific 24/7 onshore support from the engineering support team along with vendor support, we executed a flawless start-up without a process safety or environmental incident.

Julimar-Brunello go with the flow“All five wells are now on line and are providing gas to meet the daily nominated demand for the Wheatstone LNG plant.”

Julimar and Brunello is owned 65% by Woodside and 35% by an Australian subsidiary of the Kuwait Foreign Petroleum Exploration Company.

It had been operated by Woodside until Q3 2017, but Chevron has now commenced providing field operating services as the nominated operator and the Julimar-Brunello pipeline facility safety case holder. Woodside will still provide oversight and operational guidance for day-to-day control.

“This is completely new for Woodside as although Woodside is the title holder, the operation of the Julimar Production

system will be controlled by Chevron from the Wheatstone Platform,” says Paul.

Going forward, one of the critical factors with Julimar-Brunello will be surveillance to ensure Julimar meets daily nominations to Wheatstone so Woodside can meet its marketing commitments to customers.

“We need to ensure we optimise our wells and maximise the recovery of our reservoir,” Paul notes.

For Paul, it is an especially rewarding start-up after spending the past six years associated with Julimar-Brunello.

Paul worked on the project for Apache prior to moving to Woodside in 2014 when Woodside bought Apache’s interest in the Julimar-Brunello gas fields and the Wheatstone Project.

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North West Shelf (NWS) Gas Project asset now enjoys greatly improved communication links thanks to a winning combination of continuous improvement and outstanding collaboration.

About 100 km of subsea fibre optic cable has replaced an outdated troposcatter radio communications network – a project completed five months ahead of the original 18-month schedule with big savings on first cost estimates.

The fibre optic cable is capable of providing a vast increase in bandwidth (1 Gbp/s) compared to the legacy troposcatter radio system (16 Mbps), and provides built-in future capacity of up to 10 Gbp/s.

“This opens up faster communications at North Rankin Complex (NRC), vastly improves amenities offshore for all persons onboard, and also provides improvements for Goodwyn and Okha,” says project manager Chris Howard.

Besides increased productivity and better reliability of communications, it also means virtually unlimited possibilities, he adds.

Faster communications

Previous communication systems to NWS offshore assets have been through a troposcatter radio system installed onboard North Rankin A in 1984, with the last major upgrade in 2009.

Troposcatter radio systems are predominantly used by the military and licensed with the Australian Communications and Media Authority (ACMA). Recent ACMA licence changes have not been favourable towards the Woodside-owned system, increasing the risk for future licence renewals.

The troposcatter radio connected the NRC hub to Mount Wongama, 3 km north of the Karratha Gas Plant (KGP), with all NWS offshore traffic funnelled to KGP for connection to Perth.

Cameron Macnaughtan, project implementation team lead, says the combination of the troposcatter radio being at capacity, equipment not supported by its vendor for the past three years and ACMA frequency licence changes meant “doing nothing was not an option”.

“The troposcatter had exhausted its

potential for improvement and was maxed out every single day, so the only alternative was to invest in a subsea fibre optic cable system,” he says.

Chris says the NWS joint venture had looked several times over the years at installing a subsea fibre optic cable, but the go-ahead never eventuated.

However, through collaboration with Projects, the then NWS Gas asset manager Andrew Lobb, Sara Braund, the then chief information officer, and the telecommunications carrier, a change in contract strategy was forged whereby the telecommunications carrier owns, operates and maintains the network.

It helped reduce the cost by almost 50% of the original estimate and seal the decision.

Called the NWS Communications Upgrade project, it was approved in September 2016 after the strategy had been refined with the telecommunications carrier delivering the subsea fibre network construction.

“We also leveraged off an existing subsea telecommunications carrier fibre cable, opting to pre-invest in a branching unit, enabling the project to reduce potential infrastructure and capital intensive shore crossing scope,” explains Chris.

Woodside’s fibre optic cable for NRC piggybacks on this scope, as well as fibre optic installed in Persephone’s umbilical, which emerges at NRC.

Woodside worked with a contractor to install the topside fibre optic cable enabling a continuous fibre link between NRC and Woodside’s Perth headquarters. The project was completed this October.

NWS Gas asset manager Paul Finch says: “It future proofs our ability to transport large volumes of data and process it in real time, enabling opportunities for us to become the operator of the future and leverage new ways of working in Mia Yellagonga.”

only the start

trunkline | Q4 2017

The cable guys: Soon Khoo, Chris Howard, Cameron Macnaughtan and Peter Townsend inspect fibre optic cable which has delivered improved communications at North Rankin Complex, Goodwyn and Okha.

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Five years since start-up and on the back of record reliability in 2016, the Pluto LNG asset is well positioned to pursue growth.

Lead business adviser Lindsey Hershman says the Pluto joint venture is examining how best to extract maximum value from the asset.

Pluto was announced earlier this year as one of the company’s corporate priorities.

Phase 1 of Pluto was asset start-up and achieving operational excellence. In 2017 we entered phase 2, maximising production and profitability.

Lindsey explains the strategy in this phase is to maximise the value of the existing foundation business by achieving sustained high reliability leading to further production and sales.

“In addition during this phase it is important to evaluate and decide on new investment options to grow our revenue source and increase our initial return on investment,” he says.

Andrew Yeates, senior commercial adviser, says the recent final investment decision (FID) in November for the LNG truck loading facility is a perfect example of how innovation and

collaboration – both internally, with our partners and externally with industry – will result in the acceleration of Pluto’s growth.

“This facility has the ability to open new markets by developing LNG as a fuel for transport and remote power generation,” Andrew points out.

The growth strategy continues to evolve with the support of our Pluto joint venture participants Tokyo Gas and Kansai Electric. Lindsey lists the 2017 activities that have helped to position Pluto for growth, including the:

• examination of small/medium-sized trains as cost-effective expansion capacity;

• successful cold high-rate trial conducted in the first half of this year which helped raise production to record levels;

• ongoing evaluation of an interconnection pipeline between Pluto and the Karratha Gas Plant; and

• establishment of Pluto domgas targeting delivery into the WA market from the second half of 2018.

In line with Woodside’s strategy of maximising value from existing infrastructure, planning continues for expansion of Pluto LNG, based on

the acceleration of Pluto gas and the potential development of regional unallocated gas resources.

“There is a wide range of options we are studying and developing, both for gas supply and potential capacity expansion,” adds Simon McCarthy, business development manager Pluto.

“The work we’re doing this year will help us determine how best to unlock value going forward.”

Tracy Jones, Pluto business manager, agrees exciting times lie ahead for Pluto.

“Since its start up in April 2012, Pluto has delivered more than 350 cargoes to the Asia-Pacific, helping cement Woodside’s position as a major supplier of LNG in the region,” Tracy says.

“We’re still keeping a close eye on small-scale Pluto operations to achieve world-class reliability and production.

“But we’re looking at building from this strong platform unlocking both industrial customers in the Pilbara and unallocated resources in the Carnarvon basin.”

She concludes: “It’s truly an exciting time for those of us closely involved in Pluto LNG as we seek to power Woodside’s growth.”

Pluto sets sights on growthStrategic planning: The Australia Operating Unit’s Pluto business team is examining new investment options to grow revenue sources.

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What do a senior executive from NASA, a Nobel laureate and Woodside pioneers have in common? All were guest speakers at Woodside Week ... and all appreciate the importance of innovative thinking. Woodside Week, our annual in-house conference, is held to build connections, share knowledge and inspire creative thinking. The theme this year was We Innovate. NASA’s Jason Crusan spoke to the importance of learning from failures, Nobel Prize winner Dr Barry Marshall discussed being bold and backing yourself, while Woodside pioneers David Agostini, Stan Stroud and Brian Haggerty talked of what it took to transition our business from hopeful explorer to respected producer back in the 1980s. They were among an eclectic group of people, most of whom were current Woodsiders, who took to the stage to share their learnings and ideas. The week also involved interactive expo booths designed to build better appreciation and knowledge the many of facets our company, from subsea to health and safety, robotics to career development. And, on the final day, the doors were opened to families when well over 1000 people of all ages joined in the fun of team and knowledge building.

Innovation in action

Stage set: Woodside Week offered numerous opportunities to inform and inspire staff and their families.

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Woodside’s geoscience community gathered to share stories, new technologies and improvement opportunities at the 2017 Woodside Geoscience Conference.

More than 150 geoscientists attended the day-long event, held in Perth, with more than 40 presentations arranged and 50 posters specially designed.

Geoscience technology manager Chris Clayton explains how the conference came about.

“Woodside’s geoscientists are widely dispersed across the business,” Chris points out, “so our function is quite heavily dependent on maintaining strong communities of practice.

“We saw a need for a forum where our geoscientists could network and share their ideas and achievements, with the collaboration potentially delivering value to other areas of the organisation.”

The idea was pitched to Phil Loader, executive vice president global exploration, whose responsibilities include the geoscience function.

“Phil was really supportive and it snowballed from there,” says Chris.

Many hours’ work from the company’s geoscience community then went into preparing the day, which Chris says was extremely well received by all who attended.

Technology demonstrations ranged from virtual reality displays of the proposed Greater Enfield subsea infrastructure to the computing environment which geoscientists are likely to experience when the company moves to Mia Yellagonga.

Geoscientists who have become used to building models of reservoirs in virtual space responded with excitement at being able to touch and pull apart and discuss a physical 3D printed model of the Julimar reservoir.

World-renowned geologist Henry Posamentier inspired the community with his state of the art geological interpretations; and Shaun Gregory, senior vice president and chief technology officer, delivered a keynote

Getting technicallecture which reminded attendees how geoscience at Woodside has advanced over the past 20 years.

Shaun also challenged attendees to think about where geoscience might be headed in the future.

He described his vision that, through the application of new technology, Woodside should be looking to deliver future discoveries and developments in months as opposed to the current norm of years.

Samantha Conlay is a third year graduate geologist and a member of the conference organising team.

“I loved being part of the organising group, and I got huge benefit through learning about all the amazing and varied work being done throughout the company by our talented geoscientists,” Samantha says.

Phil expressed his satisfaction with the conference.

“I was extremely proud of the high

quality work on display during the event, and it’s fantastic to see so much energy in our geoscience support for Woodside’s assets and opportunities,” he says.

Neil Marshall was also satisfied.

Neil, Woodside’s stratigraphy manager, was a principal organiser of the event, and he says he felt that the conference had truly delivered on Woodside’s philosophy of innovation, collaboration and acceleration.

He says he was especially pleased that so many of Woodside’s geoscientists were able to share their insights and build their internal networks within the organisation.

But Neil also acknowledges that success is a double-edged sword.

“This means we will certainly be looking to do it again next year,” he notes.

“And continuous improvement dictates that it has to be even better next time around!”

Taking stock: Stratigraphy manager Neil Marshall, geoscience technology manager Chris Clayton and graduate geologist Samantha Conlay review the successful geoscience conference.

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Woodside’s annual Stand Together For Safety (ST4S) is a time for Woodsiders and contracting partners to come together and discuss health and safety in the workplace.

As the company increases its global footprint, those workplaces increasingly are located in far-flung corners of the world.

These photographs depict just a fraction of the diversity of Woodside and its operations as employees and contractors explored this year’s ST4S

theme: “I can achieve a Perfect Health, Safety and Environment (HSE) Day.”

The theme creates a common language for Woodside and creates an opportunity to positively influence our HSE culture and performance.

Senior adviser health and safety Adam Nicholas explains: “The Perfect HSE Day concept aims to make a positive change to our HSE culture by establishing a simple, consistent language we use wherever we operate and as we mature our global mindset.

together worldwide

Standing

“Every function and asset at Woodside got involved in some activity, which shows the commitment we have towards demonstrating safety is a part of everything we do.”

He says ST4S has helped reinvigorate HSE conversations across Woodside.

“We wanted individuals and teams to be confident saying ‘I can achieve a Perfect HSE Day’,” explains Adam.

“Judging by the response from everyone in conversation and feedback, I believe we achieved just that.”

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Safety in Singapore: Woodsiders based in Singapore for the Greater Enfield Project joined members of contractors Keppel and Aibel for a ST4S event, hosted by Keppel shipyards. The event followed the ST4S theme of Recap, Reset, Ready. Recap relates to previous HSE incidents and lessons learnt from workshops; Reset references Perfect HSE Day leading indicators, with a focus on prefabrication; and Ready means what needs to happen for us to be ready for the construction phase of GE Project.

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Main photo: the ST4S 2017 theme on the Burrup Peninsula was “Connecting the Dots”, focusing on learning from recent incidents. “We held daily one-hour sessions for small teams and included interactive deep dives into past incidents,” says Stuart Bond, health and safety manager Burrup. These helped reveal “nuggets from the gravel” – golden tips to help achieve the Perfect HSE Day. “They gave everyone the chance to discuss and reflect on what had happened and why, and ensure that everyone knows their role and controls to ensure the workplace is a safe place,” he says.

Clockwise, from above: Thomas Dunn, maintenance superintendent inspection at Karratha Gas Plant, discusses an event and the team's learnings. Projects delivery manager Tony Ryan, centre, with Mike Dworkin of Mitsui E&P Australia to his left and Paul Ramsden from OneSubsea to his right at OneSubsea’s manufacturing facility in Johor, Malaysia. Discussion with Woodside's contractor drivers in Yangon, Myanmar, on how they keep themselves and us safe while driving around Yangon and regional areas. Members of the GWF-2 team in Perth reflect on the results of the recent Developments Safety Culture Survey.

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Educating contractors’ blue-collar employees about the importance of good process safety management (PSM) has been the focus of a new program at Karratha Gas Plant (KGP).

The aim is to promote greater awareness of PSM and enhance collaboration and communications between operations and contractors.

The Brownfields Blue Collar PSM program has been rolled out to about 500 people over the past 18 months, and reports suggest it has been a great success.

“We’re seeing an increase in the quality of the conversations between the contractors and the operators, and the plant operators are telling us the contractors are more engaged,” says senior project engineer Steven Cripps.

Construction and commissioning manager Willie Craig and service provider Jim Winter were two of the program’s instigators.

Willie notes that many blue collar contractors have little experience of brownfields oil and gas. This raises the concern that their appreciation of process safety may not be as high as it is for personal safety.

“When brownfields projects are at peak manning levels, we represent around 60% of the people who pass through the gates. Most of these are blue collar workers working on and around our equipment,” says Steven.

“The consequence of a process safety event can be severe, so increasing the knowledge levels of our workforce makes them more aware of the environment they are working in.”

So Willie devised a suitable PSM program with Jim Winter, a Woodside presenter, trainer and coach for 30 years.

The team ran the first package of training for white collar employees and supervisors in 2016. They found that while supervisors were comfortable

talking about personal safety, they were less so for process safety.

Steven and Varun Mallavarapu worked with Jim to tailor the package so it could be effectively delivered to the blue collar workforce in 2017. This was tested in a pilot session before changes were made and the package finalised.

Project manager Simon Whalley has delivered the training several times.

“We really want everyone to understand more and more about what is around them when they are working and how their actions can affect us all,” he says.

“Hearing that operations want them to ask questions and be their eyes and ears in the plant opens the opportunity to be one KGP team when it comes to PSM.”

Stuart Bond, health and safety manager Burrup, says the training has been “a huge hit”, adding: “The key to its success has been the combination of classroom training supported by a field walk with operations.

“This reinforces the importance of ‘keeping hydrocarbons in the pipes’ and ensures that everyone knows their role in PSM.”

Ragan Stonier, brownfields general manager, says: “The training program was built on relevant stories, small groups for strong communication, and access to the right operator for knowledge transfer and experience.

“Now, the focus needs to be on sustaining the knowledge by sharing positive stories on process safety awareness and training green hat (new) staff.”

Jim says: “The evaluations from participants are the best for any course I’ve ever taught.”

He points to feedback collected from participants, such as one supervisor who reports: “I have heard from numerous guys that this is the best training they have ever received.”

“Don’t change a thing,” implored one participant. “The combination of classroom and Ops lead walk arounds is perfect.”

in safe hands

Brownfields

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Program planners: System engineer Varun Mallavarapu, construction and commissioning manager Willie Craig and senior project engineer Steven Cripps all had key roles in the successful brownfields process safety management program.

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Woodside has teamed up with Chevron and the University of Western Australia (UWA) to tackle a common and troublesome problem that has bedevilled oil and gas developments for many years.

The collaborating group is working to package and use Nuclear Magnetic Resonance (NMR)-based technology to accurately detect minute levels of hydrocarbon in processed water streams.

If proved up, the technology would unlock the possibility of seafloor processing and accurate oil-in-water measurement topside, as well as subsea.

The importance?

For the first time we would be able to confirm with confidence if the topside and/or subsea processed water were safely recycled back into the oceans, eliminating the need for slow manual testing techniques and offering the opportunity to simplify processing systems.

“The technology in metering applications has the potential to be a key enabler and catalyst for the progression of seafloor liquid processing and the next generation of subsea tie-back solutions,” says technology development manager Hosi Sabavala.

The research work has been conducted by UWA staff at the Australian

Resources Research Centre (ARRC) in Perth.

Chevron is the technology owner and Woodside is providing support from the upstream technology group and the Pluto asset and on site operations teams.

Chevron was seeking a site to field test the technology, and Woodside was able to offer an opportunity in Pluto LNG plant for a two-week trial in October.

“This collaborative effort between Woodside, UWA, and Chevron represents a significant step forward in assessing this technology,” says Mark Titley, Chevron’s energy technology manager.

“Being able to compare the NMR results against other measurements taken simultaneously from Pluto helps mature the technique.”

This small milestone trial has been facilitated and is seen as an incremental element of the upstream technology team’s work efforts on the journey to lower-cost gas/condensate field concepts.

The UWA team spent two weeks doing MRI-like analysis of Pluto-produced water and testing new sampling and analysis equipment against standard equipment and operational processes.

Fluid thinkingThey now have valuable experience and data to analyse and take to the next steps towards an instrument prototyping.

“The team’s aim is to develop a reliable oil-in-water analyser for deepwater gas fields like those in the remote basins on the North West Shelf,” explains development lead Andrew McCormack.

“Most fields are remote and frequently marginal if developed with conventional floating platforms and processing technologies. Alternate subsea approaches can reduce capital expenditure by up to 50% and make these fields economic.”

Hosi notes that although the research is still early in the development process, “we are all thinking big, prototyping small, and now seeking to learn and scale quickly into service applications.

“To satisfy the regulatory authorities that the water is safe to recycle at sea, we need to have a robust system for measuring and controlling the quality of the water.”

Hosi says if the work is successful, the rewards could be impressive.

“There is great potential to deliver significant value to our subsea solution portfolio and unlock the next generation of long subsea tie-backs to deliver future gas production for our onshore LNG plants,” he says.

Come together: Michael Johns and Lisabeth Wagner (both UWA), Susmita Thomson (Chevron) and development lead Andrew McCormack at the Australian Resources Research Centre laboratory in Bentley where most of the development work on the NMR method has been performed.

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Woodside has unveiled its first program in Senegal through the Woodside Development Fund (WDF) with the announcement of a 12-month pilot aimed at delivering safe learning environments for more than 20,000 children in 30 schools.

Called Education and Empowerment of Children, the program is run in collaboration with a leading international non-government organisation (NGO) in Senegal, Save the Children.

It will support teacher training, new teaching methodologies, and training and support in leadership and community liaison in three communities on the outskirts of Dakar, the country’s capital.

Alastair Bruce, general manager West Africa, launched the program in Dakar on 6 December.

“We know that early nurturing, learning experiences and physical health from birth to age five in particular greatly

influence a child’s future,” Alastair said at the launch.

“I was privileged to visit two schools in Dakar recently.

“It was evident at the visits that the educators share Woodside and Save the Children’s desire to create the very best education environment for children that they can.

“However, there is a shortage of trained teachers and learning resources in the country.

“Helping to build the capacity of the teachers, through working with Academic Inspectors, is the key aspect of Woodside’s support in this program.”

We know that if we use the opportunity to invest in the early years of a child’s life, we have the best opportunity to set children up for future learning, development and life.

It was this awareness that prompted Woodside to establish the WDF in 2014

which channels a proportion of the company’s social contribution funds to early childhood development.

Research shows that high quality early childhood can deliver a return on investment of around 13%, meaning greater returns to both individuals and society in better education, health, economic and social reforms.

The Senegal program sees us partner once more with Save the Children.

One of Woodside’s long-term collaborators, the NGO has been active in the West African country since 2002 and its services in health, education, child protection and child rights reach 1.5 million children in eight of Senegal’s 14 regions.

Save the Children works in Senegal on this program with local organisation ENDA Jeunesse Action.

Woodside acquired interests in Senegal in 2016. These include the SNE field,

SenegalFuture focus in

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where Woodside is targeting first oil sometime between 2021 to 2023.

Jayne Baird, vice president Exploration Africa and the Atlantic margins, accompanied Alastair and corporate affairs adviser Cher Gibellini among a group of Woodsiders which visited two schools in Senegal prior to the launch.

Cher manages the portfolio of partners in the WDF, which includes Save the Children.

“The WDF is our $20 million 10-year commitment to improving outcomes of children up to eight years old,” says Cher.

“Research shows that a good beginning to life in those early years can massively improve a child’s future in adulthood.”

“I look forward to seeing how this program in Dakar evolves and its learnings embraced in the schools, to really see children flourish,” she said.

Investing in the future: Opposite page, clockwise: Jayne Baird, vice president exploration Africa and the Atlantic margins, with members of a student mothers' association in Dakar. Schoolchildren celebrate at the launch of the Woodside Development Fund's pilot program in Senegal. Alastair Bruce, general manager West Africa, helps out in the classroom. Jayne and Alastair, with Jason Tither of Save the Children and corporate affairs adviser Cher Gibellini.

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Maintenance has come a long way at Woodside in recent years, but the journey’s not over yet.

“It’s not an overnight thing when you have to change both structures and mindset,” notes Matthew Brierley, general manager maintenance, Production.

“It’s not been an easy journey, either. But each asset has, as the time becomes right, embraced a new way of working.”

That “new way of working” has evolved through various learnings: from turnarounds on floating production storage and offloading (FPSO) facilities; the benefits of tight planning and discipline; collaboration with Engineering and Production; increased use of visual management boards, strategy houses, lean continuous improvement (CI) and performance edge.

The improvements have been dramatic and the reward optimises the half a billion dollars a year that Woodside spends annually on maintenance.

“From 2014 to 2016 we managed to plan for 40% more work in campaigns

and execute 45% more with a similar number, or fewer, personnel,” says Marc Senders, production excellence champion.

The genesis to the improvements in maintenance is traced back to the introduction of campaign maintenance, whereby major maintenance tasks are carried out within a defined period. It’s a change promoted by senior vice president Production Jeroen Buren.

The Northern Endeavour is cited as the first recipient of a campaign maintenance approach back in 2009. It trialed the intense schedule of maintenance during a specified period of time.

“The idea was that outside the campaigns, you’d only keep a small maintenance crew for emergencies and to keep the plant running,” explains Roy Mellows, maintenance superintendent OneFPSO.

The concept was then tested in 2013 at the Pluto LNG Plant, under the auspices of Mike Steel, offshore turnaround superintendent, and Ted Watson, maintenance engineering and master data team lead.

The Campaign Maintenance project then moved to the Karratha Gas Plant (KGP), and was led by Marc Senders.

This project was then combined with the existing ToolTime project which was already focusing on improving the maintenance productivity with tools such as task allocation boards, visual performance management boards and time writing.

Marc says: “Explaining why we had to make these changes and then embedding all these new processes was one of the largest change management programs that maintenance in Woodside has seen.”

“It wasn’t an easy ride,” agrees Alastair Bruce, “but it was a ride that needed to be taken.”

Alastair, now general manager West Africa, was in at the start of maintenance’s new way of doing things.

He recalls that when he was in charge of production at KGP, the maintenance technicians were extremely frustrated with the challenges they faced simply to do their job.

Maintaining

trunkline | Q4 2017

Embracing change: new ways of working that have evolved from numerous learnings have helped the maintenance team produce solid and continual improvements across the business.

improvements

17

“I spent a day with the INLEC (instrument and electrical) technicians and in the course of that day they managed only one hour of tool time for the shift, despite the efforts of themselves and others to make work available to them,” Alastair notes.

“We knew from our research that planned work is typically executed four times more efficiently than unplanned work.

“So planning the right work – and making sure we weren’t under- or over-maintaining equipment and wasting efforts – was critical.”

Turnarounds epitomised the ultimate example of a campaign maintenance way of doing things, and the benefits were illuminating.

Shannon Byers, production excellence champion, says: “I remember we’d always scratch our heads at the end of a major turnaround and say: ‘how do we make every day like a turnaround?’

“During a turnaround, there was a great deal of preparation. Every tool and every person had a place and as far as safety and efficiency were concerned, they always performed very well.

“You still had emerging activities and challenges but the volume seemed to be quite successfully delivered within the timeframe.

“What the Campaign Maintenance project brought was very aligned with the good things of the major turnaround.”

“Collaboration between divisions was also critical to improving maintenance’s performance”, says Tyrone White, the maintenance and reliability manager and the maintenance process owner.

“I work with maintenance leadership on the sites to ensure there’s complete understanding of the practices and processes we need to follow across the organisation.

“It includes Maintenance, Operations and Engineering. Rather than Maintenance being the poor cousin, it needs co-operation between all to make it work.

“It’s a three-legged stool.”

Marc agrees that people now realise the importance of maintenance, and it’s in part thanks to the success of turnarounds.

“We accept that Production is in charge but people nowadays realise that if we don’t do maintenance – and we don’t do it well – then it will hurt us,” he says.

“So these days, Production, Engineering and Maintenance know well in ahead what is planned and maintenance can actually happen – before it becomes emergency repairs.”

Scott Curedale, NWS offshore maintenance superintendent, says planning the campaigns efficiently so maintenance is restricted to single areas where possible is important.

“You need to theme the campaigns efficiently so you’re not isolating something three times a year to do three different activities,” Scott says.

“Isolate once, and then get out.”

Matthew says Marc and Shannon are working with the central maintenance team to help drive these improvements across the whole function.

“Each asset, as the time has become right, has embraced a new way of working,” Matthew says.

“They’ve seen dividends in ToolTime, planning compliance, cost and engagement of people.”

Visual management boards, work allocation boards and having everyone focused on driving strategy house and KPIs and getting engagement from the shop floor have all been critical in aiding the improvements.

And continuous improvement ensures the journey’s never over.

“It’s not fixed, it’s continuous,” says Scott.

“Every year we look at how we can improve on the following year.”

Final word to Phil Reid, currently vice president Production but a former general manager Maintenance.

“Processes have been revised, tools are in place, people are trained, behaviours have been embedded, governance processes have been updated,” Phil notes.

“This has created an awareness of performance from the shop floor up which has fundamentally changed the way people work.”

He adds: “Real benefits are being delivered and the environment has been created through engagement of our people to drive ongoing performance improvement at the shop floor.

“This will need ongoing support to sustain.”

18

If the information technology sector had been in better shape when he graduated, Dylan Wadia might never have joined the oil and gas sector.

But he’s glad that he did, having developed a rewarding career towards his current role as integrated activity planning engineer.

“I completed a degree in electrical and IT engineering at the University of Western Australia in 2002, but unfortunately that coincided with a flat job market,” Dylan says ruefully.

“I looked around at what might be an interesting sector to join and landed on oil and gas.”

Dylan began his professional working life with a fabrication company in the southern Perth suburb of Henderson, where he spent seven years in fabrication and construction yards, on offshore platforms, drill ships, gas plants and power generating plants across Australia.

“It gave me a great opportunity to learn the ins and outs of construction,” he recalls.

“I also learned the hard way about making good and bad decisions, and the

impact it has on delivering a profitable and viable business.”

Dylan then moved to an engineering company which saw him work in Australia, Brunei and Singapore, while studying for a masters degree in oil and gas engineering

“I was born in Wales, but I’ve had the awesome experience of so many different cultures in my life,” he says.

“I’ve lived in Saudi Arabia, have relatives in East Africa, America and UK and have worked throughout Australia and in Asia.”

Dylan joined Woodside in 2011, fulfilling his dream of joining “a big operator”.

“I was looking for something different, and when the opportunity arose I grabbed it with both hands,” he says.

He joined the Brownfields delivery team as a project engineer and looked after a portfolio of projects being executed offshore on the North West Shelf.

He then progressed to work on the Browse floating LNG project and joined Operations in August 2016 as an integrated activity planning engineer for floating production storage and offloading facilities.

“My work involves digesting complex information from various sources in order to provide cross functional insights and understand where there are opportunities to optimise our planning to ultimately deliver increased value for the asset,” says Dylan.

“I get to spend time collaborating with stakeholders across the entire organisation.

“What I really like about this role is relationships that I have created and the deeper understanding that I have gained regarding how Woodside operates.”

Below is a typical day in Dylan’s working life.

5:30amI start my day with meditation and introspection. I find that it helps to maintain composure for the difficult conversations we sometimes have. Then I jump on the motorbike and enjoy a ride down our beautiful WA coastline to the office.

7:15amI arrive and start dealing with correspondence and prioritise actions. I take a few moments to reflect on the information needed from the business to support strong and informed decisions to achieve our end of field life strategy.

A day in the life of ... an integrated

activity planner

trunkline | Q4 2017

19

8:30amI meet with Exploration and Reservoir Management teams to understand the reservoir strategy and what important decisions the Okha asset needs to consider. This information is captured into the Asset Reference Plan which defines our strategy.

Strategic decision-making is complex, and we must ensure that we provide flexibility and opportunities in our strategy to allow the business to respond dynamically. My role is to help to shape the strategy and facilitate informed decision-making by analysing and integrating our planning information.

9:30amI have a meeting today with maintenance, inspection and refurbishment, engineering and marine class specialists to facilitate discussions regarding 2018 tank scopes. These scopes are critical as they require confined space entry, a high risk in our operations, and sometimes impact cargo oil tanks which will be taken out of service to allow the scope to be implemented.

Putting tanks out of service has the potential to impact our commitments of oil cargoes to buyers, so ensuring clarity of interfaces and managing communications and scope timing is essential.

These scopes need to be coordinated as they impact the entire facility and other activity owners rely on this information

well in advance to optimise their delivery plans. This ensures we continue to create value for our business.

NoonAfter another meeting on five-year strategy for Okha, I grab a bite to eat and take the chance for some fresh air and a bit of a walk.

1:00pmI meet with the Okha maintenance team lead and operations manager to discuss options to optimise shutdown planning for 2018, and the next five years. There are key engineering and maintenance drivers which must be captured to deliver on our business commitments and maximise our reliability.

My job is not only to drive collaboration, but also to understand key drivers that will enable the business and help to resolve conflicts that arise between functions.

For example, when understanding the fuel gas deficiency project for Okha, I investigated and highlighted the impact that the technical solutions have not only on the facility, but also potentially on existing or new commercial agreements.

4pmWith fewer disruptions at this time of the day, I use this time to reply to emails and tidy up the day’s work.

Today I am issuing the pre-read for next week’s Okha Medium Term Planning meeting. These plans are owned by

the asset manager, and provide the direction and tactics to deliver our strategic objectives.

5pm I head for home, and when I get there I put my phone away to dedicate time to my family.

It’s my favourite part of the day – listening to stories from my children about their day. I look forward to seeing my little girl gain confidence in riding her bike and my son telling me about how he was exploring to find “bugs” during his lunch at school.

My favourite question to them is “how do you feel today?” It’s amazing what you can uncover and learn from this very simple question when you ask it in a genuine manner.

Later, I spend time contributing back to my community. There are more than 75,000 Indians and people of Indian ethnicity that make significant contributions in WA.

I’m part of the public relations team at the BAPS Swaminarayan Mandir, Perth – a socio-spiritual organisation that seeks to enrich society through practical spirituality. I recently lead the team to celebrate Diwali in State Parliament with our Members of Parliament.

I’m a proud Hindu and my values are centred around respect, non-violence and serving others.

Opposite page, clockwise: Dylan meets with environmental team lead Julian Seah to discuss statutory compliance requirements and upcoming regulator visits; celebrating Diwali inside WA's Parliament House with community leaders and VIPs, including Opposition Leader Mike Nahan, third from left; discussing with Tom Rutherford and Wayne Watson the key business drivers for the Okha shutdown in 2018. This page, left, Dylan at work during the 2018 Okha Tank Planning workshop; right, discussing end-of-life strategy with FPSO asset manager Gerard Ransom.

20

It may be small in numbers but it’s a team that churns out pretty impressive numbers.

Try these two for size: the team at the Burrup Materials Laboratory (popularly known as “the Lab”) has increased work completed by 26% compared with 2015. At the same time, operating costs have been cut by 21% over the past three years.

And with more than 12,000 samples a year now being processed, it’s little wonder that the Lab team is proud of its growing ability to work smarter to deliver outstanding outcomes.

“Meeting this increasing demand has required a committed effort by this team,” says Laboratory team leader Simon Hopkins.

Simon says the team looked in every nook and cranny for improvements.

“Processes have been streamlined, equipment optimised, freight saved and we’ve challenged analytical requirements,” he reports.

The result is that impressive productivity improvement has been achieved together with high standards of safety, quality and reliability maintained.

In addition to sample processing and regulatory and commercial analysis, the Lab also supports our operating assets with high-value data to inform engineering decisions.

Lab punches above weightNarelle Dale, Pluto surveillance engineer, gives an example.

“Earlier this year, the Laboratory team was able to assist us in trouble shooting,” she explains.

“Their ability to capture one particular sample within an hour gave us key insight to what caused an operational issue and allowed us to solve the problem to root cause.”

Another example concerns a study of mercury in gas that the Lab team supported.

“Their analysis helped mitigate uncertainty and supported an improved and more efficient maintenance design,” reports Matthew Ladner, process engineer at Karratha Gas Plant.

Providing such rapid ad hoc support has required the small diverse team of analysts, technicians, graduates and trainees to be innovative and collaborative.

“And we have to be agile,” add Rosemary Mines and Kristine Strohfeldt, respectively laboratory analyst and laboratory shift lead.

“For example, to be competent in all analyses (performed by the laboratory) can take up to four years of learning. To enable graduate rotations and our Indigenous trainees to support our customers, we had to come up with ways to accelerate analytical training.”

The scope of the Lab team to support Operations goes beyond the Lab’s walls, too.

Working closely with Operations, the team has developed and approved procedures that permit the collection of samples from operating plant at times without operator supervision.

“This frees up the operators to do other work,” explains Simon.

The Lab also plays an important role in the implementation of the Indigenous pathways employment program, the Mimuwarnigu Yirdiya Operations Support Traineeship.

This is a structured traineeship that specifically targets local Indigenous community members, and successful candidates in the program have the opportunity to learn the necessary skills to gain oil and gas experience.

“The laboratory has had great success supporting this initiative with two trainees currently undergoing training and one trainee progressing to full time employment with Woodside,” Simon notes.

All of this helps further the Burrup Materials Laboratory’s vision to be a partner of choice – the preferred service provider for our operating assets.

The evident commitment to a sustainable high-performing culture gives confidence that the Lab is well on the way to fulfilling that goal.

trunkline | Q4 2017

Analyse this: The Burrup Materials Laboratory team has returned some impressive results in recent times.

21

Technology development manager Geoff Byfield has been awarded the BP-Don Watts Award from Curtin University of Technology.

Don Watts was director of the WA Institute of Technology, Curtin University of Technology’s predecessor, and then the university’s inaugural vice-chancellor.

Professor Watts himself presented Geoff with the award in early September during celebrations to mark the university’s 35 years of teaching chemical engineering.

“I was actually very humbled to receive this and I regard it as recognition for all the work Woodside has done with Curtin over an extended period of time,” Geoff says.

Geoff graduated from Curtin’s school of chemical engineering in 1993, and has remained closely connected with the university ever since.

He has supervised undergraduates and given advice on their design and research projects, and with other Woodsiders he has helped set the topic for their final year research projects. He is also chairperson of Curtin’s industry advisory committee.

“A lot of the work I’ve done with Curtin is to ensure we get the best graduates at Woodside and that when they come to work for us they come well equipped,” Geoff explains.

“Often, they come to Woodside for their vacation training and then the company supervises their final year research project.

“So by the time they join us as first-year graduates, they know the company and hit the ground running.”

Woodside’s role as an early adopter in powering vessels with LNG has been recognised with the company reaching the finals of the Energy Innovation of the Year (Individual or Company) section of the inaugural Western Australian Energy Awards.

And learning and development manager Mary Matthews was also a finalist in the Young Energy Professional of the Year category, in recognition of her work in promoting a high-performance workplace.

The awards were previously facilitated by the Chamber of Minerals and Energy of Western Australia (CME).

This year they were expanded in conjunction with the Australian Institute of Energy (AIE) to become the WA Energy Awards.

They recognise individuals and organisations working to build a world-class energy industry and the importance of sharing innovation, best practice and continuous improvement.

Mary develops and implements programs to align the workforce with key business initiatives. Lately, she has been driving the company’s Leaders as Coaches program as well as helping teams build an inclusive and high-performing working environment.

Mary says she was delighted to have made finalist and acknowledges the

Energy awards

widespread support she has received from Woodsiders in making the program a success.

The recognition of Woodside’s LNG marine fuel initiative follows our signing earlier this year of a five-year contract earlier to charter the Southern Hemisphere’s first LNG-powered marine support vessel – the Siem Thiima.

Rob Duncanson says it establishes Woodside as a leader in the use of LNG as marine fuel.

“It’s also given Woodside the opportunity to enter into joint industry projects to design bulk carriers trading from Australia into Asia to be fuelled by LNG,” he adds.

LNG is much cleaner than diesel and heavy fuel oil, almost eliminating pollutants from the emissions and gives a margin on carbon emission reductions.

Rob is production projects manager for Browse but he was marine manager when the idea of chartering a dual fuel marine support vessel was developed, and its charter negotiated.

He says the project team, which included Nancy Nguyen and John McConnell, was thrilled to have made finalist in the WA Energy Awards.

“Not only was their work innovative, it demanded a lot of collaboration between functions across the company, and across many other industries,” Rob notes.

Universityhonour

Finals time: Above, Nancy Nguyen, Rob Duncanson, Mary Matthews and John McConnell — finalists in the inaugural WA Energy Awards. Right, Geoff Byfield with his engineering award presented by Curtin University.

22

Collaborative and innovative, delivering value while reducing costs, streamlining schedule and proving a simple solution to a complex problem — it was an entry that ticked a lot of boxes.

And finding a low-cost solution to the supply of small-scale Pluto domgas into the WA market was indeed a winner in the awards, taking away the Chairman’s Award for Excellence in the Woodside Awards.

In total, this year’s awards, presented in October, attracted about 100 entries.

Chief executive officer Peter Coleman said the calibre of the contributions was “outstanding”, while chairman of the board Michael Chaney described the depth and breadth of the entries as “impressive and inspirational”.

“We talk a lot within Woodside about the need to innovate, collaborate and accelerate,” Peter said.

“Pleasingly, there was strong evidence of these traits in your submissions, regardless of the category entered. We’re working together, challenging norms, improving our approach and delivering excellent outcomes.”

The fact that the Innovation category attracted almost 40 entries underlined how prolific and effective the company’s progressive thinking had become, he noted, adding the judges found it so difficult to select only four finalists, they were allowed a fifth on this occasion.

And this year’s judges were based in Yangon, London, Karratha and Perth — a reflection of Woodside’s expanding global footprint.

Winners of the four categories were each granted $5000 to donate to a charity of their choosing, while the winner of the Chairman’s Excellence Award (demonstrating strength in all four of the award categories) had $10,000 to donate.

Chairman’s Excellence AwardA solution to the issue of supplying low-cost, small-scale Pluto domgas into the WA market represented the pioneering spirit that has been part of the Woodside culture since the company’s inception 63 years ago, said the chairman of the Woodside board.

As well as pioneering, it was also collaborative with representatives from Marketing, Development Planning, Projects and the Australia Operating

Unit coming together to solve the problem.

The chairman said the solution that collaboration devised was “truly impressive”, and was born from the team’s willingness to embrace fresh thinking and the strong support of management.

The team donated the $10,000 to the Salvation Army.

Sustainable OutcomesWinner: The Deep Gorge Joint Statement

Led by Woodside, this comprised a collaboration between our company, Rio Tinto and the Australian Government.

The Deep Gorge Joint Statement sets out the commitment of the participants to supporting the ongoing protection, conservation and management of the National Heritage-listed values of the Murujuga and the wider Dampier Archipelago.

The statement brings together two separate bilateral conservation agreements, and builds on a decade of award-winning work in the region.

Domgas solutiona winner

trunkline | Q4 2017

23

ValueWinner: Unscheduled shutdown Response

Judges said that Woodside’s response to the challenges of unplanned shutdowns demonstrated its growing maturity, underlined by resilience, teamwork and a strong results focus. Integrated effort is applied to both minimising the downtime and maximising what can be done while the asset is offline.

A recent example took in 20 robust work scopes, aimed at improving process safety, reliability and sustainability, within a 10-day window.  

The team’s chosen charity is the Royal Flying Doctor Service.

InnovationWinner: Stinger Cycle

With existing domgas contracts expiring mid-2020, an alternate outlet for excess fuel gas produced at the Karratha Gas Plant (KGP) during LNG production was needed.

Senior operations adviser Stephen Rea (known to colleagues as “Stinger”) called on his more than 25 years’ operational experience and identified a novel and simple piping modification that would enable the existing plant to process this gas.

The solution accelerates LNG production post mid-2020 and provides a low-cost option for importing domestic gas back into KGP with implementation possible in an existing shutdown window.

The chosen charity is Kidney Health Australia.

Culture and Inclusion Winner: Woodside Reconciliation Community – supporting Indigenous outcomes

The Woodside Reconciliation Community’s (WRC) volunteers about a year ago developed a strategy to improve understanding between Indigenous and non-Indigenous Australians.

With a focus on building an engaged and active reconciliation collegiate, the WRC promoted two-way information and learning exchanges, creating a “safe space” to discuss difficult topics.

It’s understood that the WRC, which has made collaboration key, is a one-of-kind community among our industry peers.

The team’s chosen charity is Miss NAIDOC.

Top notch, clockwise from far left: Impressive collaboration helped deliver the Chairman's Excellence Award to the team working on the supply of low-cost Pluto domgas into the WA market. Category winners were Value: unscheduled shutdown response; Sustainable Outcomes: the Deep Gorge Joint Statement; Innovation: the Stinger Cycle; and Culture and Inclusion: the Woodside Reconciliation Community.

24

Woodside is leading the way in delivering Indigenous contracting opportunities with the support of our suppliers.

One of the focus areas for the 2016-2020 Reconciliation Action Plan (RAP) Report and 2017 Actions is to “influence suppliers, community partners and other stakeholders to grow their Indigenous workforces”.

The reactivation of the approach to Indigenous employment, led by Contracting and Procurement (C&P), was entered in this year’s Woodside Awards.

Sub-contracting is proving an area rich with potential.

Nick Binks, acting chief procurement officer, says Woodside used to focus on opportunities for direct contracting with Indigenous businesses.

“However, we realised that by communicating the case for change to our suppliers and working with them, we could improve the reach and impact of Indigenous contracting through sub-contracting opportunities,” Nick says.

“As a result, the number of Indigenous people working with our suppliers on Woodside scopes this year is two and a half times what it was last year.”

Collaborating on RAP opportunities with suppliers and driving a step-change in supplier attitudes has been a focus

shared between C&P, Corporate Affairs, and People and Global Capability.

Take the supplier forums – first run in 2016 and attended this year by more than 60 companies.

Francine Schwarzbach, senior adviser Indigenous affairs, explains: “They concentrated on the ‘whys’, such as ‘why do we see value in this.”

This year, she says, suppliers asked to learn about the “hows” – how could they develop RAPs, how could they identify and provide employment opportunities and how could they provide social investment opportunities?

The result has been impressive with many suppliers initiating measures to improve local participation opportunities, launching RAPs and scholarships, and increasing social investment expenditure.

Morgan Harland, general manager subsea and pipelines, reports a step-change by suppliers.

“Many previously considered Indigenous participation as too difficult to achieve due to the specialised and intermittent nature of our offshore campaigns,” Morgan notes.

“However, in the past year we have seen greater creativity and commitment from some suppliers to engage both directly and indirectly with local Indigenous organisations.”

OpportunitiesIndeed, throughout Woodside, broader dialogue is underpinning the importance of Indigenous engagement and contracting opportunities.

Niall Myles’ lead team and other functional leaders use a monthly Enable the RAP meeting to look for Indigenous engagement opportunities.

“As leaders, it is our role is to ensure the business understands why Indigenous participation is fundamental to our operations,” says Niall, senior vice president Australia Operating Unit.

“We need to prioritise our effort, with one focus area being through our suppliers.”

Our efforts have not gone unnoticed.

Derek Albert, previously the local content coordinator and now contracting and procurement manager, was short listed for the Supply Nation Procurement Professional of the Year award.

Woodside was asked to share its approach at the Supply Nation Leadership Round Table, which brings together Australia’s top supplier diversity professionals.

“The recognition of Woodside as a leader delivering outcomes through the supply chain and as a national leader in reconciliation really consolidates our position as a true partner of choice,” says Niall.

generated at supplier forums

trunkline | Q4 2017

Step-change: Nick Binks, Erika Barrett, Derek Albert, standing, and Morgan Harland and Niall Myles, seated, have demonstrated that working closely with contractors can boost Indigenous employment.

25

Woodside has spread the continuous improvement (CI) message to one of its Indigenous contractors.

Performance excellence coach Kevin Wall was at Karratha Gas Plant (KGP) in April, supporting the KGP WMS Projects, when he was asked to give some assistance to the team at Matera Electrical.

“They hadn’t been exposed to our continuous improvement strategy – in fact, they’d had no exposure to CI or visual management boards at all,” says Kevin.

So he worked with the Matera lead team and communicated what Woodside was doing around CI and our expectations for vendors.

“I wanted them to follow the Woodside methodology and create their own

Woodside has played a key role in helping an Indigenous firm take on Indigenous apprentices who have since qualified as electrical trades persons.

Koen Matera and Kieran Turner are now qualified electricians after passing their final exam in July.

They are the first Indigenous apprentices from the North West to complete the four-year apprenticeships with Matera Electrical.

“Matera Electrical was given the electrical inspections scopes at Karratha Gas Plant (KGP) and Pluto,” explains Matthew Brierley, general manager maintenance, Production.

“Through these contracts, Matera was able to establish two Indigenous electrical apprenticeships.

“They were awarded to Koen and Kieran, and we’re delighted they successfully completed their apprenticeships.”

Matera Electrical director Phil Matera says the company has employed Indigenous apprentices since its beginnings, 14 years ago.

“The contracts we have won with Woodside allowed us to increase our number of apprentices,” says Phil.

“Woodside’s support has been priceless in ensuring young Indigenous kids are given the opportunity to do something special with their lives through an apprenticeship.

“We have found it hard to find Indigenous electricians with oil and gas experience.

“But through the relationship we have with Woodside, we’ve been able to train Aboriginal apprentices who will one day achieve what Koen and Kieran have achieved by becoming become tradesmen.”

Matera Electrical currently employs three Indigenous apprentices and soon will take on a fourth.

The firm first came to Woodside’s attention at an event organised

Helping Indigenous

by Supply Nation, the umbrella organisation for Indigenous companies, and the relationship developed.

Phil congratulated Woodside on its support of his company.

“Woodsiders like Niall Myles, Matthew Brierley and Phil Reid have been enormous advocates of our ideas, and

firms grow

Spreading the word

work from a head office level,” he points out.

“At KGP, Thomas Dunn, Matt Bendall and more recently Ben Biddiscombe have been consistently creating pathways for these apprentices to become qualified Electrical Equipment for Hazardous Areas inspectors and tradesmen.”

strategy house and then cascade and understand their priorities,” he says.

“I basically designed a visual management system which they agreed to put it in place.”

Matera Electrical director and co-owner Dean Kerns is grateful for the support.

“Kevin was outstanding,” Dean says.

“He was instrumental in us having a clear understanding of our strategy house and the path forward. We have passed this information on to our team and are now in the final stages of having our strategies in place.

“We can’t thank Kevin enough and we hope to be able to show Woodside and Kevin what we have learnt through our meetings.”

Charged up: Kevin Wall, left, has been helping Dean Kerns and his team at Matera Electrical with continuous improvement and visual management boards.

26

“We’re told we’re like an old married couple,” jokes Kaye De Pardo.

Vivien Wong says: “We crossed paths at a social function while I was on parental leave, and we talked about it and said, how about it?

“We asked each other the question, we flirted with the idea and went on a few dates to go through what we both valued before we decided to ‘commit to the relationship’.”

Viv and Kaye are talking not about a romantic relationship but how they came to organise the latest chapter of their careers at Woodside – job sharing the role of business manager health, safety, environment and quality (HSEQ).

Both are parents of two young children, both sought part-time work and both wanted to keep their careers on a positive trajectory. All this led them to pursue job sharing together.

So they set about methodically investigating its viability and working out a strategy to locate a position that suited their joint skill sets.

They discussed the pros and cons and eventually decided to investigate with various skill pools whether there was a role available at Woodside to suit their combined talents.

Or as Viv puts it: “Are there any relevant jobs for us as one position?”

Two into one works wellKaye is an electrical engineer by training, Viv an environmental scientist.

Their interest evoked a couple of offers and they chose the business manager position reporting to vice president Fiona Hick. They started in September 2016.

“Flexibility is a key part of retention of mid-career people with young children,” Fiona points out.

“Viv and Kaye are seamless in their job share and they cover the role extremely well. HSEQ is proud to support job sharing of key roles.

“In fact, I’m lucky in that I have two minds working on any given problem rather than just one.”

Viv says convincing others it would work was one of their biggest challenges.

“The success of a job share is largely dependent on peers supporting it,” she notes.

Viv and Kaye work different days except Tuesday, their handover day (“we have very comprehensive handover notes and we over-communicate”) and say the company has benefitted from their arrangement.

“For Woodside, the diversity of thinking is presented in key decisions being made,” explains Kaye.

“We believe we achieve a better quality outcome with two minds contributing to key decisions.”

Viv notes: “As for the key decisions, we will debate on the outcome between ourselves, but we present as a united front.”

Job sharing is still not yet the norm at Woodside but it isn’t uncommon, with Viv herself previously being in a job share arrangement.

They hope other Woodsiders can benefit, and not only women.

“There’s a significant amount of effort that needs to be put into it, but we believe that the benefit outweighs the effort,” says Kaye.

“We’d be happy to coach people about how to go about it.

“We want to open the minds of leaders within the company to challenge traditional ways of working and give it a go.”

Says Viv: “The key to success of flexible working practices is the support from strong leaders and proactive individuals to find the pathways and opportunities to challenge the norm. 

“But people shouldn’t expect it to be handed them on a plate.

“Do your research, explore, ask questions and be proactive.”

trunkline | Q4 2017

Shared service: Vivien Wong and Kaye De Pardo say the diversity of thinking is a key benefit of job sharing.

27

A career in the navy introduced Stuart Pharoah to two of his greatest loves – his future wife and rotating equipment.

Rotating equipment (RE) came first chronologically, and it’s a love that’s spanned his career.

Stuart joins the 20 Year Club early next year having contributed enormously to Woodside’s knowledge base on RE engineering.

“His values are impeccable, his advice invariably sound,” says Julie Fallon, senior vice president engineering.

Facilities engineering manager Stuart Panton adds: “What has stood out for me is the respect and trust that Stuart has from Woodside employees across the business. That reputation has been built over many years due to his accurate, practical and helpful approach in everything that he does.”

Stuart’s “life-long love affair” with RE began when he joined the merchant navy in 1979.

He met his future wife, Petah, on the SS Oriana. After they married, Stuart completed an engineering degree and joined ESSO Australia in Melbourne.

With their children Nick, Michael, and Elinor, the family moved to the Pilbara in 1998 when he landed a job as a rotating engineer at Karratha Gas Plant (KGP).

Julie Fallon was their next door neighbour in Karratha, as well as a work colleague.

“Back then, Stuart was a quiet, capable contributor who just got things done without any fuss but he would always lend a hand to others,” she recalls.

“I didn’t work again closely with him until I became senior vice president and he was the founding chief RE engineer. He was just the same: incredibly capable and willing to do whatever was needed to support the business.”

Life took a savage twist in 2015 when Stuart started suffering muscular weaknesses, spasms and cramping.

Tests identified the problem as Motor Neurone Disease (MND) which is a terminal condition.

“It affects both upper and lower motor neurons removing your ability to control all voluntary muscle movements,” Stuart explains.

“After absorbing this devastating news and discussing my desire to stay productive at work for as long as possible with my family, I approached Woodside to see if they were willing to consider this.

“The response was an overwhelming ‘yes’.”

Verity Hughes, senior adviser in People and Global Capability, says Woodside worked with an occupational physician, Stuart’s RE team and others to make sure the work environment was safe for Stuart.

Speech recognition software, an office-friendly motorised wheelchair and setting up a home office was part of that support.

“I work predominately from home, travelling to the office for meetings and using technology such as a gyro head

mouse and a voice-enhancing device to allow me to continue to communicate effectively on the computer with colleagues,” Stuart says.

Verity says it’s a “win-win” for Woodside and Stuart.

It’s now more than 18 months since Stuart’s diagnosis, and his medical specialists are amazed at his continued overall wellbeing.

Petah attributes his positive outlook to maintaining a connection to Woodside and the RE team. Keeping his mind active doing the work he loves, as his mobility has deteriorated, has greatly improved his quality of life.

Nadine Frame, who succeeded Stuart as chief RE engineer, says: “Stuart’s been the heart and soul of rotating equipment engineering in Woodside for many years.

“We are very grateful that he has made such an inspiring effort to continue to guide and support us despite very difficult circumstances.”

Salute to engineering guru

Kingpin: Rotating equipment specialist Stuart Pharoah has been helping and mentoring colleagues for almost two decades.

28

The year has finished, the cargoes are unloaded and the numbers are in.

They demonstrate not only a higher level of engagement but also how collaboration has become a key enabler of Woodside’s journey from good to great to outstanding.

In 2016 the Improvement Olympics garnered more than 11,000 delivered improvements and a company participation level of 65%.

The 2017 statistics illustrate a big improvement this year:

• The Woodside employee participation level was 86%;

• More than 18,000 improvements were delivered (an average of more than five per person); and

• About 66% of all improvements were delivered through collaboration.

“The fact that in 2017 we have built on the momentum of the Improvement Olympics is significant, but the real success is that we are now thinking and talking more about continuous improvement and what it means to us and our goals,” Anthea McKinnell, senior vice president finance and treasury, noted at an Improvement Cargoes morning tea in November.

“Continuous improvement isn’t something we do in addition to our work; it is quite simply the way we do our work.”

Division leaders gave illustrations of

Cargoes unloaded,

some of the outstanding successes such as the collaboration between Contracting and Procurement, Corporate Affairs and People and Global Capability (P&GC) to stage supplier Indigenous engagement forums in support of our Reconciliation Action Plan (RAP).

Within a month of the forums being held, four suppliers were supported by P&GC in progressing Indigenous employment opportunities.

In P&GC, a partnership between Resourcing and Science and Technology tackled the huge number of applications received at Woodside annually for student programs.

A combination of a re-designed application form, auto progression tools and algorithms produced efficiencies in the selection process without compromising the quality of a pool of diverse applicants.

Individually, Zubin Bhada submitted 20 improvements and collaborated on another whopping 60; and Rachel Leong submitted 15 herself and collaborated on 44 others.

Zubin, marine port and terminal manager, developed one initiative involving floating production storage and offloading (FPSO) facilities.

Based on several discussion with the regulator, the Department of Agriculture and Water Resources, Zubin managed to get all three FPSOs issued with the necessary clearance that avoided the

need for expensive treatment plants to be installed.

Rachel, lead surveillance engineer for North West Shelf gas platforms, says the CI mindset is embedded in her team because making improvements and solving issues is their base business.

“Every cargo entered has a high amount of contributors listed in the ‘collaboration’ section, because the three core groups – engineering, operations and maintenance - work really well together to solve problems, each one playing their part to make meaningful improvements every day,” she adds.

Woodside wasn’t the only winner from Improvement Cargoes, with the program delivering $150,000 for our community partners.

The 2018 Continuous Improvement program starts in January 2018, and will run for the entire year.

Its title is “Step Up – we innovate, collaborate and accelerate” and it aims to embed CI to the status of business as usual.

It will have structured support and training, and line managers will have a more important role.

“It will also have increased transparency, with visible collaboration and impact,” says Marc Senders, chair of Friends of CI.

“We are looking forward to a step up in our CI journey in 2018.”

now time to step up

trunkline | Q4 2017

Hats off: Supporters of Improvement Cargoes celebrate the success of the initiative with more than 18,000 improvements delivered.

29

How could renewable energy solutions complement Woodside’s existing business? And what would a carbon management plan for a development proposal look like?

These were the questions put before 100 of the company’s graduates in this year’s Action Learning Project (ALP), part of the Graduate Development Program (GDP).

The GDP is designed to provide a talent pipeline from within the company by accelerating our graduates’ development in technical and leadership competency.

The ALP aims to support this vision by providing them with an opportunity to tackle a real business problem in an intensive project environment, building company knowledge and business acumen. This was the third consecutive year the project has run.

“The ALP programs are designed to build a solid foundation of leadership skills and broader understanding of our business to support the graduates’ future careers at Woodside,” explains learning and development adviser Emily McNally.

This year, two separate ALPs were run each over a two-week period: the first in September, sponsored by Marketing, Trading and Shipping; the second in October, sponsored by Technology and Development Planning.

Graduates had the task of developing a recommendation to a unique business challenge facing the company.

With Woodside’s focus on collaboration and diversity of thought, the 50 or so graduates in each program were divided into multi-disciplinary teams of six or seven. This enabled them to leverage diverse backgrounds and skill sets to develop innovative ideas to business challenges.

The two unique business challenges were: how to complement our business with renewable energy and how to create a carbon management plan for a development proposal.

At the end of the two weeks, graduates presented their recommendation to a panel of senior company leaders.

Providing support to every team was a senior Woodside leader acting as a coach, one of whom was Gordon Mathwin, development manager Australia.

“I never cease to be amazed at the ability of our graduates to pick up complex issues so quickly,” reports Gordon.

“Being able to articulate a succinct business strategy only a couple of years into a career is an awesome challenge and achievement.”

Ivano Botteon, principal commercial adviser Power and New Markets was another coach. Ivano says he gained a number of personal insights on how teams collaborated, adding: “Invariably all teams comprised of individuals with different skillsets and personalities.”

Ivano notes that high-performing teams do not necessarily need abnormally clever individuals.

“Rather, diversity, respect and the willingness to collaborate will set the team up for success,” he notes.

Graduates offer new

Gordon says the ALP provides an opportunity for individuals to learn how to most effectively work as a team and collaborate more broadly across the organisation.

The recommendations generated by the ALP will be assessed for their practical application.

Although not intended to produce a “perfect solution”, their recommendations are likely to influence how the business faces these challenges.

“The topics of this year’s ALP will also help graduates to develop critical skills in effective business planning and strategy development,” Emily points out.

As for the graduates themselves, one described the experience as “innovative and provided an opportunity to develop broader networks”.

Another said: “The project was designed to facilitate collaboration and produced excellent outcomes.”

With the opportunity to develop leadership skills and focus on business strategy, it’s exciting to consider how these graduates will incorporate their learnings as Woodside’s future leaders.

views to challenges

Graduate challenge: This year’s action learning project again saw our graduates form multi-disciplinary teams to tackle real business problems that Woodside faces.

30

Four members of the King Bay Supply Base (KBSB) wharf team played a key role in rescuing a visitor to Deep Gorge in October.

Aaron Reid, Lachie Mitchell, Keith Baumgarten and Matt Hall helped stretcher the injured man hundreds of metres over rocky terrain to a waiting St John vehicle.

He was transported to Nickol Bay Hospital in Karratha, where he spent the night after being treated for a head wound.

Deep Gorge is a popular spot because it is one of the more accessible places on the Burrup Peninsula where the Pilbara’s famous rock art petroglyphs can be viewed.

But it also has very rocky terrain and the 73-year-old visitor, in the company of his partner, had fallen and struck his head on rocks.

Senior health and safety adviser Brad Watts was among the first on the scene.

Brad, a former paramedic, volunteers with St John Ambulance Service. He had just returned home from work when he and his St John colleague Miranda Bowman were called to the accident.

But vehicles couldn’t get closer than 700 m or 800 m to the site and the injured man had a suspected spinal injury as well as the head wound concussion.

Because it was getting dark, Brad decided it would be quicker to raise help from the nearby KBSB than wait an hour or so for the SES or fire service.

“I phoned the KBSB wharf team leader and asked if he could send some help to carry the stretcher and he immediately sent four volunteers,” Brad recalls.

Logistics operator Keith Baumgarten was one.

Keith had just finished loading a vessel at KBSB. When he heard about the accident he immediately volunteered to help, together with Aaron, Lachie and Matt.

“We feared the injuries might have been horrendous,” says Keith.

The four arrived at the accident spot and climbed into the gorge. By then, the visitor had been stabilised on a stretcher but it was going to require a big effort to carry him to the waiting vehicles.

He weighed more than 100kg and the combination of the rocky terrain and

the man’s suspected spinal injury meant they were unable to put down the stretcher en route to the St John vehicle.

Keith says it felt as though the journey took a long time, though in reality it probably didn’t.

By the time they got to the vehicle, the rescuers (using torches and flashlights from their phones to illuminate the path) had been supplemented by backpackers.

Keith says: “He was on our minds for the next couple of days and we were hoping he’d be ok.

“It was a huge relief when he found out that he was ok and had been released from hospital.”

“Everyone did a great job,” says Brad.

“This was a great example of working together and helping our local community.”

Aaron, a logistics operator, cites some of the Compass values, such as looking after each other and our communities, keeping each other safe, working together and on the same team.

“I reckon we hit a couple of them,” he says.

King Bay four heed call

trunkline | Q4 2017

Rescue workers: King Bay Supply Base Woodsiders Keith Baumgarten, Brad Watts, and Lachie Mitchell with St John volunteer Miranda Bowman.

31

This is where Woodsiders discover a little bit more about their colleagues – and what they’ve been getting up to outside work hours.

Think of it as Trunkline’s version of the water cooler.

Because whether it’s satisfying a passion for a sport, an unusual hobby or doing good deeds in the community, Woodside’s employees and contractors tend to live life to the full. As a result, they often have interesting stories or experiences to recount.

If that sounds like you or a colleague and you think it should be shared with the Woodside community, give us a call or drop us a line.

random discoveries

“Selwood and Dangers,Two terrific Cats.Unlike DustyNot covered in tatts.Play the game hard and fairAnd leave the opposition gasping for air.”

Such poetic artistry led to Josh Taylor scoring a free trip to the AFL Grand Final after he won a competition sponsored by Channel 7 and Toyota.

Entrants had to describe their favourite duo combination of players in 25 words or fewer.

“My girlfriend, Leah, suggested I write a poem to make it a bit different,” explains Josh, a second year graduate logistics analyst.

Leah’s tip delivered in spades when Josh was told he’d won the comp.

As a prize the couple were flown to Melbourne for the last weekend in September to watch the Grand Final between Richmond and Adelaide.

But the big surprise came on the Friday when he was informed that he would be handing the match ball on the ground to field umpire Shaun Ryan before 100,000 supporters and millions watching on TV.

Josh recalls: “I said g’day to Shaun and asked him how he was and he said, ‘pretty nervous’.

“I replied, ‘so am I!”

As part of the prize, Josh and Leah were put up in a top hotel.

And as an added windfall, Josh’s parents flew down from their Sydney home to catch up with him and Leah — and bought them dinner.

Magic experience

Another plus was the new-found discovery that he was an award-winning poet.

“I never was any good at English at school,” Josh says, “but I discovered I had a talent for writing poems in 25 words or fewer about footy players!”

But the biggest bonus was surely the result of the game.

Though Sydney born, and spending time growing up in Geelong, Josh has barracked for the Tigers since childhood.

And it was he who delivered the ball that delivered Richmond their first flag in 37 years.

“It was a magic experience, thanks to Channel 7 and Toyota,” he notes.

32

random discoveries

Hot, dry and very hard work – but the aches and pains were worth it for the Phoenix Flyers.

The 11 Woodsiders which made up the Flyers raised more than $90,000, including a company donation, to support children suffering burns in Cape Town, South Africa, in the November ABC (Action for Burns & Children) Bike & Hike Challenge.

It’s the fourth year Woodside has supported the Flyers to take part in the annual 400 km ride from the city of George to Cape Town.

“Unfortunately, the area was suffering both a heatwave and a drought and on day two the temperature hit 43 degrees at noon,” recounts Viviane Nguyen, one of the Flyers.

The pain was offset by scenery and wildlife.

“The ride took us past curious ostriches in farms, giant giraffes at the game

Adrienne Viney’s fundraising status rocketed from Good to Outstanding when she smashed her goal to fight kids’ cancer.

Adrienne, People and Global Capability (P&GC) technology and services manager, signed up for the national Great Cycle Challenge and aimed to complete 150 km of recreational cycling in October.

“Why? Because cancer is the biggest

reserves and the beautiful yet windy cliffs of Chapmans Peak,” Viviane says.

“It was five full on days of dodging baboons, consuming thousands of carbohydrates and reapplying litres of sunscreen – but we made it.”

It was a great effort, especially considering two Flyers hadn’t ridden a bike only four months previous.

The newbies? Viviane and her sister, Nancy.

Phoenix flies again

Funds raised contributed to the gift of medical laser equipment to the Red Cross Memorial Hospital, to help reduce scarring from burns in the early stages of recovery.

The Flyers also took hundreds of soft toys donated by Woodsiders for the hospital, which they visited after the ride was over.

“Seeing the great work done made us forget about our aches and pains,” says Viviane.

Pedal powerkiller of children from disease in Australia and every two minutes a child is diagnosed with cancer,” she explains.

Her target was to raise $500 in sponsorship, but Adrienne’s fundraising was a model of continuous improvement.

Before she’d even started, she lifted her target distance to 175 km. Only three days into October, she’d already

completed more than one-third of that distance so she set a revised target of 200 km.

Then, spurred on by colleagues Jo Newbey and Jennifer Barnes, she raised the bar to 400 km.

By the time October turned into November, Adrienne had ridden an impressive 401.6 km for $2100.

“My distance placed me 219 of 1150 WA riders,” she says, adding; “I see an improvement opportunity for next year!”

Adrienne’s donation increased further after Jo and Jenn generously topped up their contributions, and the total came to $2200.

It came in as the 19th highest fundraising effort out of 1150 riders in WA, and was largely thanks to generosity and support received by the P&GC community, Adrienne says.

Across Australia, more than 11,000 riders raised $3.18 million to help fund the Children’s Medical Research Institute in its work to develop treatments and find a cure for cancer.

trunkline | Q4 2017

33

Take 125 bicycle riders, clad them in red and white spandex bearing the Woodside logo, throw in sunny weather and give them a tail wind . . . and the result?

Some $320,000 for medical research.

That was the successful outcome of the sixth annual Ride to Conquer Cancer.

“It’s a journey with a bit of cycling thrown in.”

Hugh Banister, operation manager Technology and Development Planning, is describing the fund-raising Perth to Broome bike ride he completed in September to support the understanding, prevention and treatment of mental illness.

Called TourXOz, the ride is an international fundraiser for the Black Dog Institute.

This year, eight days of cycling covered around 150 km a day, followed by a coach ride of up to 600 km to get to the next accommodation.

Hugh says the people who contributed and participated were from all walks of life, riding for either personal impact from mental illness or simply to raise awareness of depression that many people face at some point in their life.

Though physically challenging, the whole experience was uplifting.

“The ride is really all about the journey you take and the engagement that you

Riders with the wind

The committed team of Woodsiders, their family and friends rode the 200 km to and from Mandurah one October weekend. In doing so they raised research funds for the Harry Perkins Institute of Medical Research.

Woodside’s team of cyclists was headed by Ride to Conquer Cancer stalwart Dave Harwood, together with Craig

Perth to Broomeundertake with the local communities along the way,” Hugh explains.

“I’ll never forget some of those experiences.”

It was the second time that Hugh and Woodside colleague Rob Chamalaun have completed the TourXOz ride. They also completed the Adelaide to Darwin ride in 2015.

Rob, opportunity manager power and new markets, said for himself it was a personal ride to support people he knew who suffered the disease of mental illness.

Aussie Rules legend Adam Goodes was also on the ride.

“He was always the focal point,” recounts Hugh.

“Whenever Adam stopped, people swarmed around him and wanted to shake his hand and talk, and he was a consummate gentleman. He never once refused to talk to people.”

As Trunkline went to press, the total raised from TourXOz 2017 had topped $320,000.

Duarte, Ricky Frayne and Loai Khalayli.

This year’s ride was supported by a record number of sponsors and Woodside’s FutureLab partners also participated, not only in the ride but also by developing a rider-tracking app for the event.

Overall, this year’s 855 Ride to Conquer Cancer cyclists raised $4.1 million to support the Institute’s work.

“We had participants who had never ridden before taking a leap of faith to give it a go, and ultimately succeed,” says Craig.

“And we also saw old friendships rekindled and new ones formed over the weekend.”

Team captains are currently recruiting for Ride to Conquer Cancer 2018, and Craig’s message is: “If you, or anyone else you know, would like to be involved in this amazing event, please contact me for more information.” 

random discoveries

34

The sausages sizzled and the moustaches bristled as hirsute Woodsiders wielded the tongs outside Woodside Plaza in November to help a good cause.

That cause, of course, was Movember Foundation – the charity which promotes men’s health and wellbeing.

The lunchtime fundraising BBQ, held in the Woodside Plaza courtyard, was deemed a great success.

When Melissa Hill was asked by Jeroen Buren, senior vice president production, what she was going to do for Movember, she quickly ruled out the moustache option or shaving her head and instead opted to dye her hair pink.

Management assistant to Jeroen, Jenny Brand, agreed to do the same.

The beneficiary was Movember – and reliability team leader Justin Bell.

Movember turns pink

Justin, who had chosen the conventional route of growing a moustache for Movember, was seeking donations.

“We decided to throw our hair behind Justin’s campaign,” says Melissa, vice president operations readiness project.

“He was aiming to raise $1000 but he was stuck on $700, so Jenny and I said we’d dye our hair pink if he got to $1000.”

Then administration assistant Kaitlyn Matera chipped in and said she’d dye too if Justin reached $1500.

And he did, so she did.

By the end of November, when the fund-raising finished, Justin had raised the grand total of $1820.

He says he’s grateful for his colleagues’ support.

“I lost my grandfather to prostate cancer and my dad and uncle both had prostate cancer but survived due to early detection,” he reveals.

“It’s something I am very passionate about together with raising awareness about men’s mental health. We don’t talk about it as much as we should.”

Now helping Justin top $1800 might be a very good return, but the sum is likely to be dwarfed next year.

Melissa is mulling over asking Women of Woodside to instigate a mass dyeing of Woodsiders for the next Movember.

Snaggers success

“We raised more than $1650, and in total the Browse Mo’s team raised $7220 during the month,” says graduate projects services engineer Arkar.

“The Movember Foundation has made huge progress in prostate cancer, testicular cancer, mental health awareness and suicide prevention by helping change the way men’s health is treated and talked about.

“But the work isn’t over yet.

“Men are still dying too young with testicular cancer the most common cancer in men under 40 and every minute, a man dies from suicide.”

Arkar reports that the snaggers went down well with Woodsiders and passers-by alike – and with the cooks.

“We budgeted for 240 sausages and sold 230 before we ran out of buns,” he reports.

“So the team ate the last lot.”

trunkline | Q4 2017

It’s not the sort of gas Woodsiders typically chase, but

then for principal geophysicist Andrew Lockwood the Rho

Ophiuchi cloud complex, a dark nebula of gas and dust some

400 to 500 light years from Earth, represents relaxation, not

work. His photo featured recently on ABC’s Stargazing TV

program and presenter Professor Brian Cox cited it as one

of his favourites. Andrew owns two powerful telescopes,

including one bigger than the Bickley Observatory’s that

he drives to the Wheatbelt to take advantage of clear

skies. This photo was captured using a Nikon D810a and

Zeiss 135mm, and is an integration of more than two hours

exposure, taken while tracking the rotation of the Earth.

final frame

Woodside Energy Ltd.240 St Georges Terrace Perth, Western Australia G.P.O Box D188 Perth,Western Australia 6840t: +61 8 9348 4000 f: +61 8 9214 2777 www.woodside.com.au