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The magazine for Woodside people | Q2 2013

trunklinetrunkline

2 trunkline | Q2 2013

‘Father of Woodside’ remembered 4-5

“Give my best to... Woodside” 6

An enduring legacy 7

Browse poised for bright future 8-9

Carr driven to succeed in NR2 role 10-11

Shutdown proves strength of teamwork 12-13

Another first for Pluto LNG 14

Getting ship in shape for future 15

EditorKellie Bombardieri t: +61 8 9348 6743

JournalistMark IrvingT: +61 8 9348 6293

AdministratorNatalie Brownt: +61 8 9348 5728

[email protected]

PhotographyAaron BunchRoss Swanborough

DesignSilverback Creative

PrintingQuality Press

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

Great Scott, the reef revealed 16-17

Adding value 18

Trade mark 19

Dawn of a new era for Sunrise’s Melina 20

Roll out the barrels 21

Meeting a need for speed 22

On the cover

Computer whiz: Subsurface technology manager Tom Ridsdill-Smith and senior geophysicist Fabio Mancini examine Woodside’s new supercomputer, Moordiup. Picture: Ross Swanborough

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Hot spot 23

One big opportunity 24-25

Forward thinking 26

Safe guard 27

Good news to report 28

Working out 29

Win-win for Josh and Woodside 30

From crisis comes opportunity 31

Building on experience 32

Meeting up 33

Pressure test 34-35

Bigger than Texas 36

Welcome contribution 37

Round of applause 38-39

Random discoveries 40-42

Final Frame 43

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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.

inour lives

theenergy

At the Perth One Woodside event in May, the audience saw a short clip featuring pioneers from the company’s early days.

These legends, as the crew were called, spoke of the belief that guided their efforts. They were presented with an opportunity and put in a doggedly determined whole-of-team effort to realise that opportunity.

They made the discoveries that underpinned Woodside’s growth from an ambitious explorer listed on the stock exchange in 1954 to Australia’s largest independent oil and gas company today.

But, of course, the story began with a vision. Stockbroker Geoff

Donaldson, the co-founder of our company, was a torch bearer for that vision, relentless in his pursuit of success.

He kept the company alive in the difficult early days and made the inspired decision to explore in the North West Shelf, making one of Australia’s greatest business deals.

He ensured the company not only survived but thrived.

In late June, Mr Donaldson passed away, aged 99.

In the following pages, we pay tribute to him and the great legacy he has left us.


Geoff Donaldson, who passed away at his Melbourne home in late June aged 99, was Woodside’s chairman for almost three decades – a stint that almost certainly will never be surpassed.

But it is his herculean achievements and farsightedness rather than his longevity as chairman that mark Geoff Donaldson as “the Father of Woodside”.

At 2.03 m tall, he was a giant in the oil and gas industry in more ways than one.

Geoff set the course for the company’s success when he turned Woodside’s focus away from Victoria’s Gippsland and Bass Straits towards the unexplored waters off WA’s North West.

Today, Woodside is respected throughout the world – a A$30 billion company that is Australia’s largest independent oil and gas operator with

‘Father of Woodside’

rememberedinterests as distant as Burma and Ireland.

Nothing in the stars hinted at such a stellar career in the resource industry when John Geoffrey Donaldson was born in Heidelberg, in September 1913.

Heidelberg is now a suburb in Melbourne’s north east but before World War I it was more of a village in the country. Indeed, young Geoff rode a horse to school until he was sent to Scotch College as a boarder.

He didn’t attend university, in part because he didn’t know what to study and in part because the world was in the grip of the Great Depression when he finished school in 1930.

This was a time when many a professional was unable to find suitable work and his father determined his son would be better off finding a job than “playing around” at university, as he put it.

Geoff’s first job was as a clerk at Perpetual Trustees. “I had to change the blotting paper, change the nibs and wash the inkwells,” he recalled in an interview in 2000.

He rose through the ranks at Perpetual until he left to join the army. Having already decided there would be a war, Geoff joined up a couple of years before it started. Quickly promoted to sergeant, he became a lieutenant shortly after the outbreak of hostilities in 1939.

Geoff’s unit was in Rabaul, on the island of New Britain in Papua New Guinea, when the Japanese forces landed in 1942. “Seventeen thousand against our 800,” he noted.

He spent nine weeks “dodging the enemy”, in his words, and finding his way back to Australia. From Cairns he rang his wife, Alison — whom he’d married only a couple a couple of months before war broke out.

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Geoff recalled that phone conversation in an interview in 2000: “And she says, Is it you, dear? And I said, Yes, who the hell do you think it is?

“But, she says, I’ve got a letter from the Government saying you’re missing believed killed. And I said, Well, I’m not missing believed killed. I’m coming home.”

It was during the war that he purchased a seat on the Melbourne Stock Exchange. People were “selling everything”, he remarked, and he bought his seat in 1942 for 900 pounds.

His father was a stockbroker, his mother the daughter of a stockbroker, so it was perhaps unsurprising that Geoff embarked on that career path.

Rees Withers, whom he’d met earlier, asked him to underwrite Woodside. It was a big success, largely because West Australian Petroleum’s discovery of oil at Rough Range in the Carnarvon Basin in WA had stoked interest in oil explorers.

The first issue was oversubscribed and the company’s original name was Woodside (Lakes Entrance) Oil Co NL, named after Woodside – a small town in Victoria.

Geoff joined the board in May 1956 and became chairman, replacing Percy Donald McKenzie, in August that same year. It was a position he held until 1984 when Woodside began enjoying its first revenues.

Success did not come overnight.

Woodside secured the first offshore exploration license granted in Victoria and was drilling world-record depths in the Bass Strait in the 1950s.But as dry hole after dry hole was drilled, finances became tight.

“By about 1959 we were flat motherless broke, and we had about 70 quid in the bank,” Geoff recalled years later.

Only his generous loans kept Woodside afloat. At one stage he loaned the company 5000 pounds to pay for drill bits.

After ten years without success in southern Australia, Woodside switched its focus to the West.

In June 1963, the company was awarded exploration rights for more than 367,000 sqkm – an area bigger

than Germany – off north-western Australia.

Geoff described the fee for the rights as “a few hundred pounds”. But this paltry amount provided the foundation for Australia’s largest resources development project, the North West Shelf Project.

Burmah Oil and Shell later accepted one-third shares to form the original consortium and the first discoveries were made in 1971 at Scott Reef, and North Rankin and Angel. In 1972, the Goodwyn gas and condensate field was discovered to the west of North Rankin.

A contract for the supply of domestic gas was signed with the State Energy Commission of Western Australia and deliveries began in August 1984.

The journey from explorer to producer and operator fulfilled, Geoff stepped down that year as chairman, to be replaced by Bill Rogers.

He was awarded the Order of Australia in 1985 and in 2009 the LNG carrier built for Pluto LNG was named the Woodside Donaldson in his honour.

Vale Geoff Donaldson.

Founding father: (From far left) How the Melbourne Herald announced Geoff Donaldson’s appointment as Woodside chairman in August 1956; Geoff with then WA premier Sir Charles Court, announcing the go-ahead for the domestic gas project in 1980; at the inauguration of the project in 1984; at home in Melbourne, 2009


When I last visited Geoff Donaldson on his 99th birthday, his love for Woodside was as evident as it ever had been.

Earlier in the year we had sent Geoff some gifts to mark the start-up of Pluto LNG, and on that September morning he was surrounded by these and other reminders of his link to Australia’s biggest oil and gas producer.

He was enjoying a cup of tea in his new Pluto mug and a Pluto mouse-pad was serving as a super-sized coaster. On the wall next to him was a photo of the “Woodside Donaldson” leaving the Pluto jetty, and at his feet was a collection of clippings about the company’s recent half-year results.

“So these new permits in the Outer Canning,” he inquired. “What do we think of these?”

Although Geoff had left his beloved Woodside 28 years earlier, his intense interest in the company only retired with his passing.

He loved to be visited by the company’s modern day CEOs, who

“Give my best to... Woodside”in spite of their own standing in the industry resembled starry-eyed school boys in the presence of oil and gas royalty.

When Peter Coleman visited Geoff in more recent years, the advice remained consistent: “Keep the company Australian,” he demanded.

Geoff would recount the struggles he endured over the early years to keep the company afloat, and then in subsequent years to maintain operatorship of the North West Shelf Project despite being joined in the development by much more substantial partners.

“Don’t trust the bastards,” was his constant refrain, demonstrating that the fire in his belly which had served the company so well in its early years still flickered away in this nonagenarian.

Fatigue would set in about 15 minutes into the conversation and you were made aware when your time was up, but each visit served as a powerful reminder that Geoff was not only the

father of Woodside, he also spent years making the company what it is today.

His love of independence was not limited to Woodside. Until his passing he lived alone at his home in Melbourne’s southern suburbs, although he began receiving greater in-home care in recent years.

Geoff’s continued regular contact with Woodside meant much to him, and not only because he could count on a bottle of 18-year-old single malt Scotch every year from his old firm. He was humbled that his role in creating the company remained celebrated by those that had come to Woodside decades after he chaired his last Woodside board meeting.

On what turned out to be my final visit I left Geoff clutching his whisky and warning me it would probably be the last time I would see him.

“Give my best to Peter and everyone else at Woodside,” he said.

Roger Martin Vice president corporate affairs

Proud moment: Geoff Donaldson at the inauguration of the North West Shelf domestic gas project flanked by David Parker, then minister for minerals and energy, and then premier Brian Burke.

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It has been described as one of the great business deals in Australian history.

Geoff Donaldson, co-founder of Woodside and its chairman from 1956 to 1984, secured offshore permits covering 367,000 square kilometres in WA’s North West.

This was a bold move, made in the early 1960s, by a small Australian company, not quite a decade old, with an unenviable track record in exploration but great spirit and determination.

The optimistic oil and gas explorer had found nothing of great significance on the east coast and was trying its luck in the relatively unchartered waters of the west.

The cost of the permits proved paltry in comparison to the great finds made.

As our chief executive officer Peter Coleman noted: “The world-class oil and gas assets in these permits underpin Woodside’s business to this very day.”

Our CEO spoke of the great legacy Geoff has left, not only to Woodside but to the Australian oil and gas industry, after his passing in late June at the age of 99.

“More than any other individual, Geoff’s vision and determination enabled Woodside to become the leading Australian company it is today,” Peter says.

An enduring legacy“Not only did he launch and guide the fledgling oil explorer but he dug into his own resources to help keep it afloat as it rode some rough waves.

“Geoff was a true pioneer of the industry in Australia.”

And this sentiment is echoed by others who knew him.

Federal resources minister Gary Gray, a former Woodside executive, describes Geoff as an LNG legend, who did more than anyone to launch Australia’s LNG industry and built one of the great resources companies of his time.

“The company that Geoff built has, over the past 60 years, made a major economic contribution to Australia and its people.”

Woodside chairman Michael Chaney has spoken of how Geoff had truly earned the title of father of Woodside.

“He enabled the company to maintain its position in a capital intensive industry in spite of its initial small size and the vagaries of the stock market.”

Geoff had spirit. He had focus. He had a determination to succeed.

As Peter Coleman notes, this too is part ofhis legacy; inspiring a company to achieve to its very best.

“Geoff took a great interest in Woodside right up until his final days. When I last visited him last year, he was full of questions and advice for our company,” Peter says.

“Geoff’s spirit remains alive and strong within our company, and we continue to honour him through the Woodside Donaldson tanker that delivers cargoes from our Pluto LNG Plant.”

It has been written that Australia owes a great debt to the late Geoff Donaldson.

It is certainly a belief that all who have played a part in Woodside’s journey to be Australia’s largest independent oil and gas company share.

Thanks Geoff.


If Steve Rogers was given only one word to describe the Browse LNG Development team he is leading, it would be dynamic.

He appreciates the energy, effective action and forward focus of the people who are working with him to unlock the value in this world-class asset.

In fact, he is grateful to everyone who has contributed so far, saying the effort has been vast and high quality.

Browse poised for

“We are in a very good place to move forward,” Steve says. “And that is because of the effort to date, in particular the industry-leading front-end engineering and design (FEED) work that went into exploring the James Price Point option.

“That work set a benchmark.” FEED delivered a bittersweet outcome. It showed that the option being pursued was not commercially viable

but it also delivered enhanced clarity around the best possible way to develop the reserves.

“Of course, there is a certain amount of disappointment such a result brings,” Steve says.

“But we are now in the privileged position of being able to take advantage of the work done to date and lessons learnt.

“We are well placed to come up with a very robust plan to commercialise this resource and that’s exciting.”

The three Browse fields – Brecknock, Calliance and Torosa – contain an estimated 15.9 Tcf of dry gas and 436 million barrels of condensate. They are in various water depths with the deepest, at around 750 m, located 425 km north of Broome, off the Kimberley coast.

Back in 1971 when the first of the fields was discovered, development was too complex to contemplate. Our capacity to undertake a challenge like Browse is very different today, thanks to significant advances in technology.

Steve says this shows the evolving capability of the oil and gas industry, one of the reasons that he enjoys being a part of it.

Steve studied as a civil engineer at London’s King’s College, recognised as one of the world’s leading research and teaching universities.

His first job involved working on the design and construction of platforms and pipelines for the North Sea oil and gas industry.

From there, his roles have been many and varied, covering everything from the unitisation of gas fields to seafloor mining.

He has worked in the US, the UK, Norway, Holland and more. He has held executive positions with such noted firms as Nautilus Minerals,

bright future

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Clough and Tehnip. He has also run his own consultancy.

Much of his experience has concerned project management, in particular, deepwater project development.

In fact, Steve’s first association with Woodside came more than a decade ago when he was leading a major contractor’s effort on Laminaria, an oil field in waters 340 m deep off the coast of Darwin.

At the same time he was project director for another Woodside oil development, Lambert Hermes in the North West Shelf.

In more recent years, Steve has been working with Nautilus on the recovery of minerals from the sea floor off Papua New Guinea; a challenge that required the investigation and engineering of very novel solutions.

The project was about 60% complete when a return to Perth beckoned.

“Four of my five children were in Perth and my son and wife were keen to get back too,” Steve says.

“It was best for the family to all be back in the place we have come to regard as home and so the move was made.”

Steve’s only regret was that he would be leaving behind a job that challenged and energised him. He need not have worried.

The job he took up at Woodside more than filled that criteria.

Steve was last year appointed to lead our Sunrise LNG Development team; a job that required a depth of understanding and expertise.

“It was invigorating to be around people so committed to getting the right result and so mindful of the complex considerations influencing that result,” he says.

“There were really good ideas and some really good thinking put into building a robust plan for a breakthrough.

“And, although the team is lean, it has an approach to commercialising the resource that stands it in good stead.”

“LNG project development can be a rollercoaster ride.

“It has its ups and downs but ultimately, it is exciting.”

So how does Steve deal with the pressures and pace of his work?

“You have to strike a balance,” he says. “Weekends off, holidays, time with family . . . it’s all so important. Everyone, including your workforce, benefits.”

You may see Steve going for a jog when he needs a little thinking time but you’re more likely to spot him out with family or friends on his boat. He enjoys being around people.

And he’s proud of his family, though none of his children look likely to follow in his engineering footsteps.

So far he has a lawyer, communications specialist, school teacher and business analyst in the family. His youngest son has just started an outward bound education program.

Now that’s dynamic.

Looking forward: Steve Rogers spends some time with wife Anna and son William out on the open water one sunny Sunday. (Opposite page) The senior vice president of Browse talks about future opportunities at a gathering of staff in May.


There is no such thing as an ordinary day in the life of an engineering manager for a project as substantial as our North Rankin redevelopment.

And that’s the way Adrian Carr likes it.

He relishes the pace and sense of purpose that drives progress on the A$5 billion project, which will significantly extend the field life of the North Rankin and Perseus gas fields.

Sure, he has a standard routine, but it has flexibility built in to ensure he can easily shift his attention to where it is needed most.

“It is busy but lively,” he says. “And very rewarding.”

Ask him what he does each day and he is quick to answer: “Not much really, I keep an eye on things, lend support, try to pre-empt issues and guide solutions.”

Now this modest answer deftly downplays the rigours of the role. A more telling line is his quip: “I keep in constant contact. I am really very attached to my iPhone, much to the disquiet of my wife and children.”

Adrian keeps in close touch with what is going on offshore and onshore to facilitate the smooth start-up of the North Rankin B (NRB) platform.

NRB is connected to Woodside’s first offshore platform, North Rankin A (NRA), by two 100 m bridges. The platforms are being integrated to operate as a single hub.

The redevelopment scope has included refurbishment of NRA as well as the installation of the bridges and the NRB platform.

His day starts early. Although not a natural early riser, Adrian ensures he gets up in time to have had breakfast, caught up on the overnight sports news, cycled into work, showered and be sitting ready for the morning call from offshore at 8am.

Now while Adrian may only attend the call once a week – he is working at being a better delegator – he wants to make sure he is on hand if needed.

This call identifies any pressing priorities, a list, that will hopefully dwindle as start-up approaches.

Carr driven tosucceed in NR2 role

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Typically, he will then liaise with the Project’s leadership team to review and consider actions.

This will be followed by time walking the floor to ensure the people within his team have a good understanding of the issues they are tackling.

“It may be a cliché but it’s true that a manager is only as good as his team. If you don’t equip your team with the right tools, knowledge and support to achieve, you’re not going to do very well. I always want my team to excel.”

At lunchtime, he makes an excuse to take a walk; whether it is to run an errand or just get some fresh air. This step outdoors helps clears his head before an afternoon of meetings.

As a skillpool manager for Woodside’s project engineers, he schedules regular catch-ups with the people within it. Other meetings crop up to cover his functional and project responsibilities.

It makes for a full afternoon but the pace eases up at around 4pm, when the office humdrum and telephone becomes a little quieter. This is Adrian’s catch-up, clean-up time.

“Being the engineering manager for a project like NR2 can be a tough gig at times. Things don’t always go the way you would hope,” he says.

“But I really enjoy it and get something valuable out of every day.

“I particularly like the people side of things. It is really satisfying for me when people say ‘I’m glad I spoke to you. It made a difference’.”

Now it will come as no surprise to those who know Adrian well that he cites teamwork as one of the keys to success.

This is a man who loves his sport. Ask him about the Western Force, Fremantle Dockers, the English cricket team, Manchester City, the

British Lions . . . even the Hash House Harriers.

Yes, he likes being a spectator cheering on his team but he also enjoys competing.

“When I am playing, I always play to win,” he says. “But I have no issue with losing.

“It’s more about setting out to do my best. It’s about having clear expectations and striving to achieve them, and constantly wanting to do better and better.”

Adrian, who will celebrate his 10th anniversary with Woodside next May, hopes this is an attitude that carries over into his work.

“As start-up for NR2 draws ever closer,” he says. “The tension and excitement will rise but when the project is all done and dusted, we can look back and say: ‘It was hard work but we got there. Together, we did it and we did it to the best of our ability.’”

Constant contact: Facilities engineering manager Adrian Carr says “it may be a cliché but it’s true that a manager is only as good as his team.”


It has taken teamwork. It has taken discipline. And it has taken commitment to a high quality outcome.

The Karratha Gas Plant’s latest major maintenance shutdown involved weeks of intense effort to complete a vast scope of work.

From the moment the campaign, which is the biggest the KGP has ever undertaken, kicked off in May, there was non-stop activity to not only get the work done but done well by the end of June.

KGP general manager Phil Reid says it was a real example of values driving value.

Everyone who took part had to remain focused, working cohesively and effectively. They had to look out for one another, demonstrating respect and integrity.

Shutdown proves

strength of teamwork“I would personally like to thank each and every one of the 2000 hard-working men and women involved in this shutdown for their efforts,” Phil says.

“We all had a little less sleep and less time with our families and friends while the shutdown was on but we never lost sight of our goal.”

Phil thanked the families of those involved too, realising that a shutdown was also intense for them.

The sense of teamwork required was extensive, off site and on.

There was a real gathering of expertise. Woodsiders from maintenance, production projects, operations and supply chain came together with a large number of contractors working side by side for the best result.

“These works are about maintaining safe and reliable production at KGP for many years to come,” Phil says.

“They are vitally important for our future. This is why you need a lot of highly skilled contributors.”

The shutdown scope included corrosion refurbishment of LNG Train 2, turbine and compressor overhauls, more than 300 pressure vessel inspections, more than 200 valve replacements or overhauls and the replacement of the helper motor for one of the mixed refrigerant compressors.

There were also numerous vessel inspections and the installation of a 33 kV circuit breaker installation in the boil-off compressor.

LNG2 shutdown superintendent Scott McKeon says a number of

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improvements were implemented during the campaign, including the use of material staging containers and foreign object exclusion covers.

He says a series of supervisor lead-in sessions, run ahead of the shutdown, had also been a great success.

“The sessions were all about ensuring contractors leading teams during the shutdown could understand our safety expectations and effectively communicate those expectations to their teams,” he says.

Phil says such pro-active efforts not only set the scene for success but made dealing with the unexpected challenges that a shutdown can present easier. They made the priorities clear.

And this shutdown was not without its challenges, namely frequent unseasonal rain.

But even this did not put a dampener on the team’s effort or Phil’s pride in what was achieved.

Working together: About 2000 people contributed to the Karratha Gas Plant’s biggest major maintenance shutdown.


Pluto LNG has achieved a number of “firsts” in the past year and in April it notched up another milestone – its first major shutdown for maintenance.

Leading the shutdown team of more than 450 people was superintendent Shane White, a Woodside employee of almost six years who had worked extensively with the Karratha Gas Plant shutdown team.

“It was very challenging both leading up to and during the shutdown,” says Shane. “Being a new asset, there were a large number of unknowns that needed to be addressed to ensure reliable production for the remainder of the year.“

“We are really proud to have seen only one first-aid incident in nearly 15,000 man hours of work. The shutdown was a first for many in the team and the cooperation and work ethic was fantastic, everyone brought so much to the table.”

Daniel Kalms, general manger production Pluto says: “While there are many lessons, there is much to be proud of in a work scope that covered inspections, enhancements, repairs and maintenance.”

“The shutdown reinforces the extensive capability within our ranks and the effective contracting partnerships supporting our business.”

Another first for

Pluto is now well placed to continue safe and reliable production and set up for future shutdown performance.

Richard van Lent, vice president Pluto, says Woodside has a lot to be proud of.

“Our first major maintenance shutdown has capped off a great 12 months,” he says.

“To mention a few highlights, we exceeded ramp-up expectations, successfully completed critical performance tests and delivered more than 61 cargos.

“I truly believe Pluto LNG can be the best LNG facility in the world and we are committed to the pursuit of that goal.”

Pluto LNG

Job done: Pluto LNG completed its first maintenance shutdown in April.

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Getting ship in

The Ngujima-Yin floating production storage and offloading vessel (FPSO) is undergoing refurbishment in the Sembawang Shipyard of Singapore.

It’s a project that involves Woodsiders from several different disciplines working together with contractors to ensure the planned maintenance and remediation campaign runs smoothly and effectively.

Their focus is on the long-term reliability of the vessel, which services the Vincent oil field off the North West Cape.

The FPSO began producing in August 2008 and last year recorded its highest monthly production, buoyed by good deliverability from a new infill well.

From start-up to the end of 2012, it has produced 37 million barrels of oil.

And, of course, its job is far from over yet.

Woodside and its co-venturer Mitsui bought the vessel from Maersk in late 2011; an acquisition which facilitates plans to extend the field life at Vincent and allow for continued reliability and availability improvements from the facility.

In short, it’s being primed for the next stage of its working life.

So the shipyard crew have a firm focus on the ongoing safety and integrity of the vessel, a fact that was acknowledged when they took part in the annual Stand Together for Safety (ST4S) initiative.

ST4S is a stop work event held across the Australian petroleum industry, across all site and locations.

In Singapore, the Woodside workforce based in the shipyard took part in group discussions led by members of the site leadership team.

These discussions were preceded and followed by a town hall briefing, which included a question and answer session with Woodside’s chief executive officer

Peter Coleman, chief operations officer Vince Santostefano and vice president Australia oil Mary Hackett.

Representatives from our joint venture participant Mitsui, including Chief Executive Officer Yutaka (Eddie) Kimura and Director Jun Kato, also attended.

This year’s ST4S theme was Protecting your team: Who are you responsible for? – a topic that generated good constructive discussion.

Production maintenance technician Pat Farrar says it was an excellent opportunity to talk about the alignment of safety processes among those working in the shipyard.

“It’s positive to see that with perseverance and coaching by Woodside people of the contractor crew working on the vessel we’ve seen a step change in the way they are operating,” he says.

Peter Burston, the health and safety team leader, says a shipyard can be a challenging environment.

“We have to work very closely and collaboratively with the shipyard contractor to achieve our safety and health objectives,” he says.

Brett Craig, operations team lead, says it is about taking a wide view of your team so that it encompasses all involved in the job at hand whether they are Woodsiders or not.

“Stand Together for Safety provides a great opportunity to reflect on ourselves and how we are looking out for each other, what we do well to protect each other and what we need to improve on to lift our safety performance,” he says.

Jamie Patten, the transition project manager, says it is conducive to the continuous improvement process.

“It is a great to see everyone participating and speaking up on how we can continuously improve our performance as individuals and as a team as we move to the back end of the project.”

Mary Hackett says that while ST4S draws attention to safety issues, they should never be far from our thoughts.

“Beyond this event, we all have to maintain vigilance and consciousness of our every action to make it safer for ourselves and the people we work with every day we come to work,” she says.

shape for future

Safe hands: Mary Hackett and Jamie Patten check progress on the refurbishment of the Ngujima-Yin.


Great Scott,

Twenty years of research at Scott Reef has been distilled into a stunning book revealing some of the remarkable underwater life that exists off the Kimberley coast.

Discovering Scott Reef contains a wealth of information about the evolution of the reef and its regional importance, accompanied by some amazing photographs of the reef’s marine and coral life.

The 180-page book was jointly co-authored by Woodside and the Australian Institute of Marine Science (AIMS), with input from dozens of other contributors.

It was launched by executive vice president development Robert Edwardes on 13 June, and some 1500 copies have been printed for distribution internally and externally.

“If you’re a coral, Scott Reef is prime real estate — it’s the best place in the world to live because the water quality

the reef revealedout there is so good, and consequently you have great survival and growth,” says Luke Smith, Woodside’s environment science manager.

Luke says the company has been working with AIMS on the book for the past 18 months.

“This book summarises in a very accessible way all the work on Scott Reef that Woodside and the Browse joint venture participants have funded since 1993,” says Luke. “This is all about what’s out there and how it functions.”

The research has been collated previously in technical reports and around 20 international peer-reviewed journals, but Woodside decided this information deserved to be more widely available in a more accessible form.

The book is even available online – www.aims.gov.au/discovering-scott-reef

Scott Reef is about 200km off the Kimberley coast, and comprises two reefs — the horseshoe-shaped Scott Reef South covering 144 sqkm and the smaller, circular Scott Reef North.

Luke says its size is probably its most distinguishing feature.

“It’s very large — 50 km by 30 km,” he says. “It’s a massive and an amazing reef. And South Reef has this very, very large deep water lagoon which is between 35 m and 55 m deep.

“The reef is covered with corals, which derive most of their energy from algae that lives within their tissues. Usually few corals live beyond 30 m water depth because the water isn’t clear enough to allow enough light (vital to their internal algae) to penetrate.

“However, because Scott Reef is so far from the coast, its water is clear enough for corals to live in depths of up to 70 m. It’s very unusual to have so many deepwater corals in those depths.”

Picture perfect: Executive vice president development Robert Edwardes and environment science manager Luke Smith examine some of the amazing underwater photographs in Discovering Scott Reef.

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The reef is on Woodside’s radar because the southern part of the Torosa gas field, part of the Browse development, lies under Scott Reef — about 4 km beneath the sea bed and at temperatures of nearly 200 degrees Celsius.

The investment by Woodside and its Browse joint venture participants in funding the research into Scott Reef over the past 20 years has been considerable. For example, $25 million was invested in one four-year project launched in 2008.

All this has meant scientists’ understanding of how the reef works has evolved from the very basic to very comprehensive.

“It’s probably one of the best understood reefs in Australia,” Luke says. “This knowledge collected over the past 20 years really sets us up

for the a development decision about Browse and makes sure we look after the reef environment.”

But Scott Reef’s distance from the Australian coastline doesn’t help it in the case of extreme climate conditions such as a cyclone passing directly over the reef, as Cyclone Fay did in 2006, or the freak thermal warming event which devastated coral reefs around the world at the end of the last century.

In 1998, the oceans of the world warmed up two to three degrees above normal temperatures resulting in about 45% of the world’s coral reefs suffering massive die offs from thermal-induced bleaching.

“It was the game changer when people started talking about climate change and its effects on water temperature that could actually affect coral reefs worldwide,” says Luke.

“Corals struggle with really warm water. It upsets the relationship between the coral and the algae which lives within the coral and gives the coral most of its energy.

“When the water gets warm, the coral gets upset and expels out the microscopic algae which give the coral its colour as well. So when the algae leave, the coral becomes white . . . and when you see a white coral you’re actually seeing the skeleton under the tissue. If the water temperature doesn’t drop quickly enough, coral essentially starves to death.”

In 1998, the water in the shallows as Scott Reef hit 35 degrees and 100 per cent of the coral down to 30m was bleached. In the end more than 75% of the reef’s corals died as a result of this thermal anomaly.

To regenerate, the reef needs coral larvae to settle on the reef, grow and replace the corals that have previously died. But because of its isolation, Scott Reef doesn’t receive any larvae from reefs that are upstream, so any regeneration had to come from within.

Given this, it was originally thought that Scott Reef would take decades to recover from the bleaching event.

“Though very few coral larvae settled on the reef in the years following the mass coral die-off, those that did survived phenomenally well and grew extremely quickly,” says Luke. “The survival rates of the coral far outweigh anything that’s been measured anywhere in the world.

“Consequently, the reef recovered far faster than originally predicted, now being covered in an abundance of corals.

“The take-home message from the work we’ve done on Scott Reef is that if you’re going to manage anthropogenic changes like climate change that are putting a lot of stress on systems like coral reefs then removing other stresses really does help the ecosystem.”


Marketing and trading is always looking to secure a value edge for Woodside.

Reinhardt Matisons, senior vice president commercial and president of marketing, ticks off three keys to helping Woodside get that edge.

“We’re responsible for ensuring that Woodside achieves the best prices and contractual terms in the market that we can get,” says Reinhardt.

“So first, we’ve got to develop global relationships to know our competitive advantage and what customers really need. Second, marketing and trading plays a key role in safe and reliable delivery because we are the interface between Woodside’s production and the customer.

“And third, although we’re heavily invested in long-term contracts and customer relationships, markets are changing all the time — the increasing share of short-term LNG trading is one

Adding valueexample. So we have to constantly develop new capabilities.”

Getting the greatest possible value from negotiations requires the 30-plus people in marketing and trading team to develop relationships with a wide range of stakeholders in countries across Asia, North America, Middle East, Europe and beyond.

A vital role of marketing is price negotiation with customers, and that’s not as straightforward as some might think. Mark Hanna, general manager LNG marketing and shipping, says: “Because we negotiate long-term LNG prices based on an index to oil, and oil is a commoditised product now at about $100 a barrel, there’s this perception of ‘How hard is what you do?’.

“But getting the best LNG price is about knowing what customers need, who the competition is, what their alternatives are, and how we may need to tailor our offer so it’s the most

compelling at the right time. You have to have your finger on the pulse of the marketplace.”

In addition to negotiating price, the rest of the job comprises negotiating terms and managing relationships to give Woodside operations as much flexibility as possible, manage our risks and also manage customer expectations of the safe and efficient arrival of the commodity.

Not all of marketing’s work relates to nurturing existing relationships, however.

For instance, there’s the ground work needed to set up new sales agreements. In the case of LNG sales agreements that may last for 20 years, this can take several years.

Marketing is proud of the fact that in almost 30 years of supplying oil and gas Woodside has never once had to call force majeure — that is, Woodside has never sought refuge in contractual

Many hands: Mark Hanna, general manager LNG marketing and shipping, and Reinhardt Matisons, senior vice president commercial and president of marketing, enjoy the strong support of the marketing team.

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protection when events move beyond the responsible control of Woodside (such as natural disaster) threatened our ability to deliver.

“There’s always been an agreed way through a problem,” says Reinhardt. “The fact we haven’t called force majeure is recognised by our long-term customers. That’s one reason they value us as a supplier.”

Even when new long-term contracts to underpin major new LNG projects are put in place, the focus remains on relationships and negotiation. “Long-term contracts for LNG have price reviews in them and the market moves quite a bit,” explains Reinhardt.

“We’re responsible for making sure we get the best prices in the market that we can. That’s a very important part of our business for the next couple of years — it’s a huge opportunity for us.”

Liquids sales account for a significant portion of Woodside’s revenue and Sean Pitt, general manager liquids marketing and trading, says marketing also plays a complex role in securing Woodside’s requirements while balancing the needs and wants of various internal and external stakeholders.

Take the recent dispatching of Ngu-jima-Yin, the FPSO for the Vincent oil project, to Singapore for refurbishment.

This required marketing to coordinate with operations, Ngu-jima-Yin’s management and Woodside’s customers on issues such as how to deal with the disruption to regular supply to customers and how to dispose of the fuel oil remaining on the vessel.

Managing the commercial aspects of shipping is another major responsibility of marketing.

For example, at the beginning of each year, Pluto marketing agrees schedules for the 60-plus LNG cargoes Pluto’s customers require. History shows that up to 75% of these are renegotiated for a combination of customer and Woodside operational requirements.

The world of oil and gas is changing.

“Historically, there were only a few customers and producers of LNG,” says Reinhardt Matisons, senior vice president commercial and president of marketing.

“But with the expansion of the industry, up to 25% of sales these days are made on a short-term basis and that means that opportunities for trading are increasing.”

Solid relationships developed with customers over the years have also created a platform for a new area for Woodside — trading in LNG is now being added to complement oil trading.

LNG trading had its origins in the delay of Pluto coming on line.

Reinhardt explains that the delay required some complex swap arrangements with customers and producers and companies in Europe.

Woodside successfully completed a number of third-party transactions, such as buying LNG cargoes in the Atlantic and selling into Asia, which illustrated the scope for a new business area for the company.

To engage in such business, a company ideally needs to be both a producer and enjoy a good reputation in the market place. Woodside could tick both boxes.

“We are punching above our weight because we’re leveraging the long-term reputation we built up, firstly through North West Shelf especially

Trade markover the years when sales of our equity share of oil and condensate production were a much bigger share of our revenue, and now through Pluto,” Reinhardt explains.

Sean Pitt adds that the Pluto delay meant that when the LNG ships for the project became available there were opportunities to use them in ways that were new to Woodside.

“We used the Pluto project ships to buy cargoes from countries such as Nigeria, Oman and Spain, and take them not only to our foundation buyers but also new buyers,” he says.

“This opened up markets — people we’d previously wanted to do business with but didn’t have LNG to sell at the time.”

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A passion for women’s issues and the future development of Timor-Leste prompted the Sunrise LNG Development’s Milena Vilanova to leave her home country in June to take up a scholarship in South Australia.

After more than five years with Woodside’s Dili office, office administrator Milena moved with her family to Adelaide to study Human Resources at the University of South Australia.

Leaving a role with an embassy in Timor-Leste, Milena joined Woodside’s Dili office in March 2008 because of an interest in oil and gas.

“I left my previous role so I could learn more about working in a large company, gain more professional experience in administration and work with people with diverse knowledge and understanding,” Milena says.

“I’ve really enjoyed seeing how the team works and the professional environment, responsibilities and cultural exchange among different people.”

Working for Woodside in Timor-Leste was at times challenging, but Milena’s

Dawn of a new era for

positive attitude provided a significant contribution to the company’s meaningful presence in the region.

“From the beginning I was truly aware that I was working for the oil and gas company that is the operator of the Sunrise LNG Development and therefore I expected there may be comments or negative perceptions at times from local people in Timor,” Milena says.

“However, it didn’t stop me from learning and working for the company because my aim was to learn and to improve my capacity.”

Home and family life have played an important role in Milena’s career to date and have provided the motivation to continue to seek opportunities to further her career.

“I married a man who has a lovely heart to understand and support me always for everything I do for my career and is willing to share the house work without any complaints,” she says. “I have three beautiful girls and one boy who are one of the reasons why I have to achieve my goals and become a motivation for them in the future.”

Milena, who is passionate about the issues affecting women in Timor-Leste, is a volunteer board member of the Working Women’s Centre Timor-Leste. She works with the organisation to improve the conditions of working women in Timor-Leste and fight cases related to the abuse or discrimination of women in the workplace.

“Working on women’s issues in Timor-Leste has always been an important part of my life. As an educated woman I feel it is my duty to speak out against discrimination and domestic violence which affects 30 per cent of the women in Timor.”

As a relatively new nation, Timor-Leste continues to face many challenges and it is for this reason Milena wants to make a meaningful contribution to the future of the developing country.

“I’ve chosen to study human resources because the reality is in Timor there are still limited people with human resources experience which has hindered the country’s development,” Milena says.

“I believe what I have chosen is good for me and will also benefit my country in the future.”

Sunrise’s Milena

New start: Milena Vilanova is leaving Woodside’s Timor-Leste office to study in South Australia.

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They’re known as the “barrel chasers” — the Woodsiders charged with maximising the amount of oil and gas extracted from our wells.

It’s these barrel chasers, officially known as the Reservoir Operations (ResOps) team, who will suggest a change in gas lift, flow configuration or data gathering opportunity in order to get the most out of a well.

But it’s not a case of “oil at any cost”. ResOps continuously monitors key parameters to ensure people and environment are protected.

Tropical Cyclone Rusty provided a good illustration of this policy when it crossed the North West coast recently and triggered a precautionary halt to production on the floating production storage and offloading (FPSO) vessel Okha.

After the all-clear, the FPSO was reconnected but the ResOps team discovered that the pressure at one of the wells was lower than before it was disconnected.

So the well remained closed while the pressure was monitored. Diagnostic testing indicated there was a very small leak, known as a weep, somewhere in the system.

Roll out the barrelsThe Subsea Production Delivery team then sent a remotely operated vessel more than 100m underwater to find the site of the weep. The source was identified, the weep stopped and the well safely bought back on stream.

It’s one example of how onshore monitoring of well integrity can prevent small issues from becoming major problems that could potentially have significant impacts on the environment, as well as Woodside’s production and reputation.

“Identifying issues early on and engaging with key people in the business ensures that small glitches are detected and the right steps are taken to ensure they don’t escalate,” says ResOps’ team leader Jack Hennessy. “For that reason we consider ourselves barrel protectors as well as barrel chasers.”

ResOps was created mid-2012 after a reorganisation of Reservoir Management and Production Planning & Market Liaison (PPML). Comprising mainly production technologists and reservoir engineers, it’s become not only an integral part of PPML but one that has established PPML as a centre of excellence for the complete reservoir to market production

forecasting and optimisation service to the business and producing assets.

“Previously the ResOps guys used to sit within asset-based development teams, that is they would sit with geoscientists, petrophysicists, reservoir engineers and other production technologists focusing on a single asset,” says Jack.

“While they were focused on near-term production optimisation opportunities and field surveillance, the rest of the team were looking at things such as long-term production forecasting and future development opportunities.

“Now the ResOps guys have become one team encompassing all producing assets and we are focused entirely on near-term opportunities and vulnerabilities.”

One benefit is that ResOps now has faster access to people who can help solve problems.

And with our biggest oil well producing 20,000 barrels of oil (worth about A$2 million) a day and the biggest gas well capable of filling almost half an LNG train, it’s vital for the company that any potential problems are spotted as quickly as possible.

Over a barrel: The Reservoir Operations team’s job is to protect barrels as well as ‘chase’ them.


Meeting a need for speedMeet Moordiup — Woodside’s brand new super computer that aims to help our oil and gas exploration efforts reach new heights.

Our technology team requested a search for an Aboriginal name for this transformational step in our pursuit of new technologies.

The South West Aboriginal Land and Sea Council, which runs Indigenous leadership and governance programs that Woodside supports, was very pleased to be consulted and suggested the name “Moordiup.”

Moordiup translates as “fast”, and fast this computer certainly is. By the end of this year, it will be capable of making around 100 billion calculations per second.

To put this into perspective, Woodside’s first supercomputer, purchased 11 years ago, produced a measly ten million calculations per second.

This rapid growth of capability is called Moore’s Law, which stipulates computer power roughly doubles every two years.

Tom Ridsdill-Smith, subsurface technology manager, says the reason lies with the ability of the computer industry to squeeze transistors ever closer on chips. Ordinary computers have one or two transistors per chip, but supercomputer chips have up to 64.

But packing in transistors like sardines only serves a purpose if the end result is useful, and Tom believes Moordiup will achieve a lot for the company.

“We’re getting to the stage where computer power is beginning to reach the levels where we can solve some very interesting geophysical problems — in particular, something called full waveform inversion (FWI),” he says.

Geophysicists create a geological model from seismic measurements, but much of the seismic data they receive (up to 90%) is classed as “noise”.

At conventional computer speeds, this noise is virtually useless so it’s thrown away — a process that is not only wasteful but can take months, if not years.

FWI can use most of this discarded data to create more accurate geological models quickly, but it requires a super fast computer to do so and the industry has been patiently waiting the development of such a computer.

Computing speed or processing power is measured by floating points operations per second, or “flops”. Flops indicate how many calculations a second a computer is capable of making and the term is preceded by a prefix. A Teraflop, for example, is 1000 billion calculations a second.

A Petaflop is one thousand times as fast — in other words, one million billion calculations a second ... and that’s the sort of speed needed to run FWI.

By the end of this year it is hoped Moordiup will be capable of performing 118,000 billion calculations per second (or 0.118 Petaflops).

“The idea is for us to test FWI on a small scale and also to test the hardware with the intention that if we can get all these things to work we will expand Moordiup to a Petaflop-scale machine which we think we’ll need for a production environment by about 2015,” Tom explains.

Moordiup muscle: Subsurface technology manager Tom Ridsdill-Smith proudly displays Moordiup, Woodside’s new supercomputer. Behind him, left to right, are Rob Murray, Epicentre development support team lead, Fabio Mancini and Kenton Prindle (both senior geophysicists) and Scott Kinnane, senior technical computing support analyst.

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“Perth is a hot place to be right now,” says Jeff Shragge.

It’s a warm, sunny day in April, but the 38-year-old Canadian isn’t talking about temperatures compared with those in his homeland.

Perth, says Jeff, is the place right now if your interest lies in geoscience. Or super computers. And if your work combines both, even better.

Jeff was recently appointed the Woodside Professor of Computational Geoscience at the University of Western Australia (UWA). It’s a position that will be supported for the next five years by both Woodside and the UWA’s Centre for Petroleum Geoscience and C02 Sequestration.

Jeff has been at the university for almost four years, since he moved to Perth after completing his PhD at Stanford University in California.

His new position will see him develop teaching and research expertise in the rapidly evolving field of computational geoscience which includes computer-driven geological modelling, seismic imaging for oil and gas exploration and seismic monitoring of CO2 sequestration in subsurface geology formations.

Jeff says there’s a seismic shift occurring in geoscience right now. It has been concentrated historically in the northern hemisphere — in places like the Gulf of Mexico and the North Sea. But with the repolarisation of the world towards Asia, he predicts an

Hot spotaccompanying transfer of geophysics to the southern hemisphere.

“We’re going to be looking at the North West Shelf, offshore Africa in the Indian Ocean, and South East Asia. . . they’re going to be even more important in the 21st century both as sources and consumers of energy and as centres of dynamic economic activity,” he predicts.

Jeff says Australia is ideally positioned to play a key role and lists some of the exciting developments in geoscience and computing currently taking place.

For instance, there is the decision to base part of the world’s largest radio telescope, the Square Kilometre Array or SKA, in WA and South Africa and the related technology that this will attract.

UWA as well as Edith Cowan, Curtin and Murdoch universities joined forces with the CSIRO to set up a supercomputing and large-scale data provider, iVEC, and last year iVEC announced the establishment of the Pawsey Centre SuperComputer.

Access to both the Pawsey Centre and SKA will be made available to researchers as part of the conditions of Australian Government funding, and Jeff has been appointed as the UWA geoscience representative to help determine this.

“The word’s getting out that geosciences and geophysics at UWA and in Perth make it a really great place to be,” says Jeff. “There’ll be a lot of opportunities here in the next five years.”

If understanding these supercomputers is a specialised field of IT, understanding how they can be used in geoscience to find oil and gas reserves more accurately is even more specialised.

It is expertise Woodside alone doesn’t have, so it is collaborating with others in this new field called computational geoscience.

“We’re very interested in supporting local universities in both research and teaching in areas we think are going to be important to our business in the future like computational geosciences,” says Tom.

Woodside is sponsoring a new professorship awarded to Jeff Shragge, who will be in charge of University of Western Australia post doctoral

students and research, including projects with Woodside.

“Computational geosciences is an interesting inter-disciplinary field which merges geology, physics, computer science and maths,” Jeff says.

“So when you have people together in a centre such as we’re building here with different expertise but all working together, then all of a sudden you have the ability to leverage their experience to come up with new algorithms and new ways to think geologically about what we’re seeing in our images that you wouldn’t find elsewhere in WA or Australia as a whole.”

A lot of this expertise is being attracted to Perth because of the $1.9 billion Square Kilometre Array (SKA) — the international project to build the world’s

most advanced radio telescope in WA and South Africa.

SKA is building a supercomputer in much the same way as Woodside. “This is really good,” says Tom, “because it means all that expertise that they’re developing is the sort of expertise we can use.”

Though Moordiup has been bought primarily for geophysics and better analysis of seismic data, it may find other uses at Woodside, including reservoir management, civil engineering and metocean studies.

Tom acknowledges that for such a powerful, super-fast computer, Moordiup is disappointingly “small-looking”. But there’s no doubt it punches well above its weight.

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Right place: The new Woodside Professor of Computational Geoscience Jeff Shragge says WA is the place to be right now.


Bringing more than 2000 people together to learn and provide feedback about the company they work for presents a rare opportunity.

And it was an opportunity that Perth-based Woodsiders seized on 9 May at the Perth Arena, when the One Woodside event took place.

Using interactive technology, Woodsiders shared their ‘whats, whys and hows’, providing thousands of individual pieces of feedback and asking hundreds of burning questions.

Facilitated Think Tank sessions pooled the collective knowledge, experience and skills of hundred of participants, working through the nitty gritty of all raw feedback received.

One big opportunityThe theme of ‘people’ was ultimately identified as both Woodside’s key strength and also greatest challenge for the future.

Chief executive officer Peter Coleman explained to attendees that their feedback would help inform the way forward.

“Our future as a company and as a team is full of opportunity and we should all take pride in the part we play in shaping that,” he stressed.

“To realise our potential, we need to continue to work collaboratively and cooperatively towards our goal of being a global leader in upstream oil and gas. We all contribute. We share the responsibility and we share the success.”

All feedback generated on the day is being carefully analysed. Results, and other material, will be released in the coming months. A series of filmed sessions will also be released via the intranet in July. These videos will address the most commonly asked questions at the event.

One Woodside aimed to strengthen our journey to be the best we can be, building momentum for sustained success we seek and demonstrating the value of values.

Victoria Cross recipient Corporal Ben Roberts-Smith was the guest speaker, talking of the importance of values, teamwork and having the courage to do the right thing, qualities that were a key factor in him

All together: (Clockwise from left) Woodsiders get their fingers working as they respond to a One Woodside survey on their hand-held consoles; the One Woodside event, held at the Perth Arena, was a chance to learn more about the company, its people and its values; CEO Peter Coleman thanks guest speaker Corporal Ben Roberts-Smith VC.

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receiving the military’s highest honour. The Commonwealth of Australia Gazette says ’his selfless actions in circumstances of great peril served to enable his patrol to break into the enemy’s defences and to regain the initiative... resulting in a tactical victory.’

The One Woodside event will travel to Karratha later this year. This event will include some elements of the Perth event and the agenda is now being developed. Expect to hear the details soon.

Measuring up• 2158 Woodsiders attended the One Woodside event• More than 5000 pieces of feedback were submitted • 4641 questions were asked by attendees• 1908 photos were taken. • 20 + hours of video footage was recorded • Ten concurrent sessions and two Think Tank sessions were held• 23 functions featured in the Functional Excellence Expo.• 1341 tokens were collected in the ‘charity of choice’ vote. UNICEF

received the most votes.• Princess Margaret Hospital received the most interactive votes for the

annual Christmas Appeal donation• All remaining food items were donated to the non-for-profit charity,

Foodbank WA


James Foo and Woodside have changed a lot since they first became acquainted 30 years ago.

Back then, James was a university student supporting his professor on work to resolve foundation pile issues for the North Rankin A platform.

The aspiring engineer was completing his PhD with a thesis on offshore structure, while Woodside was preparing for first gas.

Now, after a career taking on roles covering everything from corporate strategy to operations in places as far afield as Malaysia, The Netherlands, United Kingdom and Russia, James is joining us as general manager of health and safety for the Production division.

He is excited about joining Woodside, which is now Australia’s largest independent oil and gas producer, for several reasons, not least of which are his three children, all of whom are studying at the University of Western Australia.

Plus he likes Perth, citing it as one of the ten most appealing places to live in the world.

“Joining a world-class operator such

Forward thinkingas Woodside and, drawing on my experience and passion, to make a difference is exciting,” James says.

“Of course, no one should be hurt while making a living.

“At Woodside, growing a proactive health and safety culture goes hand-in-hand with operations excellence. We need to foster an environment in which individuals and teams enjoy working together to create a positive continuous improvement environment.”

And James does have great experience to draw on.

He has championed health and safety from both the corporate and frontline levels in previous roles.

“I have a real desire to seek and resolve dilemmas; to decipher human motivation and actions,” he says.

“This not only helps us avoid people getting hurt because of incompatible goals, but promotes more effective ways of working.”

And he has a proven track record in helping to bring about change for the

better, in health and safety as well as operational excellence.

He has seen and fully appreciates that the two are very much linked.

“Both subject matters are complex so getting it right on the one agenda automatically improves the other. They are mutually reinforcing and hence underpin sustainability,” he says.

“That said, I would see strengthening process safety assurance as both the greatest challenge and opportunity ahead of us.” James also talks of the importance of creating excitement and ownership in the improvement journey, across all layers of the organisation as well as into our contractor space.

He points to the sense of belief and patience required for success.

“Things may appear to get worse initially – because of the closer attention and monitoring – but improvements will come; I have been through this journey several times” he says.

“And it is very rewarding when they do.”

Drawing on experience: James Foo has championed health and safety from corporate and frontline levels in previous roles.

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Many shudder at that famous image of workers perched high on a steel beam during a break in construction of New York’s 102-storey Empire State Building in the late 1920s. What were they thinking? No protective gear. No harness. No idea.

Roy Gower, general manager of health and safety for our Development team, says it is easy to be wise with the benefit of hindsight. The extreme precariousness of the situation seems obvious.

The real challenge is to identify and manage risks before they become a problem then to raise awareness to the point where the precautions are pretty much a fait accompli.

“It is easy to think about how much we have learnt since that photo was taken but much more difficult to consider how much more we still have to learn,” Roy says.

“I sometimes show people a picture of me hanging 200 m above the ground without a harness on in one of my first jobs.

“At the time, I didn’t really think about the risk. It was just the way things were done.

“Now this is so unacceptable that people find it hard to believe that it could have happened in my working lifetime.”

Roy’s career has followed a well-paced trajectory. He left school early and

Safe guardentered the construction industry. He also did a stint in the navy as a fitter.

In the late ’80s, he went back to study and his career options opened up.

“I discovered that I had quite a good ability to transfer skills and knowledge,” he says. “Better still, I really enjoyed it.”

Roy’s affinity with frontline workers meant that he had a good feel for what would resonate.

While working for the National Safety Council, he got involved in safety management, a field that interested him for more than altruistic reasons.

“It seemed to be really evolving, so you felt very much a part of that evolution,” Roy says. “There was a sense that there was so much potential to achieve good things and so much scope to contribute.”

This drive to optimise and improve procedures influenced his role as a training manager with a stevedoring firm. It also guided his work in safety with a drilling company operating out of Papua New Guinea.

“It can be a slow process to create awareness but really satisfying when you see that awareness start to take effect,” he says.

“My experience in PNG is a good example of this. It was a real journey, beginning with little local understanding of the hazards through to receiving three awards for safety.”

From there, Roy worked in many different countries on everything from safety management system development to asset integrity investigations and process reviews.

In 2009, he and his wife decided to move back to Australia to raise their daughter.

He was working on a project in Queensland when the job at Woodside came up.

“I talked to (vice president health and safety) Ian Ross about the company, its focus and vision and was excited about the opportunity that the role on offer represented,” he says.

“Woodside’s size provides a great opportunity to do something better than a much bigger company could.

“When you are that bit smaller you can more readily and rapidly influence change.”

Roy says this makes the company’s five-year road map to top quartile health and safety performance a solid aim; one well within our grasp.

He also appreciates that Development needs to be to the fore to enable this. You need to design it in and be mindful of the needs of your colleagues in Production.

“It’s an exciting opportunity I have been given” Roy said. “And I am very happy to be contributing to the journey.”

Safety first: Roy Gower says the real challenge is to identify and manage risks before they become a problem.


When Warren Buffet, business magnate and philanthropist, was asked how he became so successful at investing, he answered: “I read hundreds and hundreds of annual reports every year.”

This quote resonates with Woodside’s vice president investor relations Mike Lynn, who knows that producing an annual report that stands out from the pack is no easy feat.

“Pulling together a document of this nature takes an enormous amount of cross-company effort and commitment – not to mention a lot of late nights,” he says.

And this year, all the hard work paid off, with Woodside’s 2012 Annual Report winning Report of the Year at the recent Australasian Reporting Awards (ARA) in Melbourne.

“The report has been a finalist for Report of the Year for four consecutive years, so it’s fantastic to finally take out the top honour,” says Mike.

Good news to report“An annual report is not only critical to meeting compliance requirements; it is also one of the most important ways to communicate to potential investors.”

Finalists for Report of the Year are selected during a rigorous review of the 43 reports to have been given a Gold Award.

To receive a Gold Award, and be eligible for Report of the Year, an Annual Report must:

• Achieve overall excellents in annual reporting

• Provide high-quality coverage of most aspects of the ARA criteria

• Provide full disclosure of key aspects of its core business

• Address current legislative and regulatory requirements

• Be a model for other reports in that sector

“Annual reports have evolved over the years from a simple formal financial statement to a complex, multi-faceted suite of documents, so it’s really important to get it right,” says Mike.

Also of note, Woodside’s 2012 Sustainable Development Report was announced as one of four finalists in the ARA’s special award category of Sustainability Reporting – a first for Woodside.

Frances Kernot, general manager sustainability, says the report – which is a summary of Woodside’s sustainability approach, actions and performance across 2012 – reflects a unified approach to reporting.

“Producing the report was very much a collaborative effort and relied on enthusiastic input and great stories from people across the whole organisation,” she says.

“It was very pleasing to receive such positive feedback from the ARA judges, who noted that the report was well balanced, concise and very readable.

“Seeing our report benchmarked against other organisations helps confirm we are on the right track in the approach we are taking to sustainability reporting.”

Top report: Investor Relations’ Paul Pettingill, Corporate Communications’ Tara McGillivray and Frances Kernot, general manager sustainability, accept the reporting awards on behalf of the many Woodsiders who contributed.

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The ninth floor at Woodside Plaza may seem like an unlikely venue for an exercise area but then Woodsiders are known to be adaptable. At 8.30am most weekdays, heads rise up over the screens as people get out of their chairs to take part in a ten-minute warm up and stretch session.

At each corner of the floor to lead the classes are four volunteer Woodsiders. John Mastrocinque is one.

“We try and do it daily,” he says.

Officially a senior project engineer, John doubles as an enthusiastic personal trainer and takes his section of the floor through a series of gentle warms up before they moved into stretches.

“All we’re trying to do is warm up at the moment, so when we do our stretches we don’t hurt ourselves,” he explains.

Legs are lifted, swung and kicked but the emphasis is on gently, gently. “Nice low kicks, guys — don’t try and kick a 50 m torpedo,” John cautions.

“As mornings are getting colder we’re going to take more time in our warm ups to prepare for our stretches.”

The origin of this ritual lies offshore where it was found to be useful in reducing soft tissue and other niggly injuries, health and safety officer Renee Rodhe says. So it was decided to bring the warm-ups and stretching sessions onshore, both to show support for the initiative and to benefit other Woodsiders.

Other spin-offs include a healthy workplace culture and team bonding.

The sessions are held on various floors of Woodside Plaza — mostly in the collaboration areas, some at work stations, as on the ninth floor, to make it even easier for people to take part.

Alison Fallon, a project engineer on the Greater Western Flank, is a regular participant. Alison runs three times a week and finds Start Smart serves as a warm-down on those occasions and a refreshing break on the other days of the week.

“It wakes you up in a morning — it can replace the coffee,” she says.

John said he started doing the exercises because of a sore back. “I benefitted and I thought others of my colleagues could benefit, too,” he says.

“And we’ve got a very supportive manager (Darren Ross) who recognises the benefits for the office and that it shows leadership to the guys offshore that we’re doing it in the office.”

So John became a Level 1 Accredited Smart Start coach which enables him to lead the sessions on his floors.

Renee and her team also put out the Rev-Up health bulletins produced each day and available in the collaboration areas.

Working outShe says Woodside is keen to raise the profile of health as part of its road map for the next five years. This was prompted by the last Pit Stop which found almost one-third of the workforce needed to improve their health and wellbeing to reduce the risk of suffering chronic disease.

So the company is encouraging more Star Smart groups to be established on more levels at WPL and is calling for more volunteers to become accredited trainers and lead these sessions.

Alison Fallon is one of several on the ninth floor who has put up their hand to do the training so the coaching duties can be shared around more evenly.

If you’ve ever wanted to be a personal trainer, this might be your chance. Contact Renee for more details.

Flexible start: Woodsiders on the 22nd floor getting into Start Smart stretches.


Win-win forJoshua and WoodsideJoshua Antunovich describes his traineeship at Woodside as a “win-win” situation that lets him “earn-learn”.

Thirty-year-old Joshua (pictured) has a mortgage and his first child on the way, and the traineeship allows him to combine earning an income with learning new skills to advance his burgeoning career in the oil and gas industry.

It also won him recognition as Australia’s best trainee at the Group Training Australia (GTA) national awards in April.

His win made it a great double for Woodside: third-year electrical/instrumentation apprentice Mike Sloan picked up the GTA National Apprentice of the Year prize at the same awards night.

GTA is the national peak body representing more than 150 group training organisations employing apprentices and trainees. “To be selected from over 35,000 group training apprentices is a great achievement,” said GTA chief executive Jim Barron.

Joshua’s journey to the oil and gas industry began when he graduated from Lumen Christi College in Perth’s foothills and completed a four-year apprenticeship in air conditioning and refrigeration.

He then established his own business as a stud welding contractor in the mining industry but decided he wasn’t learning enough and had his sights set on an engineering degree.

However, friends who’d taken trainee roles — including Adam Selby who worked as a process operator on our floating production storage and offloading vessel the Northern Endeavour — urged him to consider that option.

Their urging, plus his keen interest in oil and gas persuaded him to apply in September 2010 to the Energy Apprenticeship Group (EAG) for a traineeship as a process operator.

“I decided to take up the challenge and I have never looked back,” Joshua says, adding that the traineeship has proved to be “an amazing opportunity”.

EAG is a joint venture between the Chamber of Commerce and Industry of Western Australia and the Australian Centre for Energy and Process Training. It is a division of Apprenticeships Australia, and endorsed by the Australian Petroleum Production Exploration Association.

There were only ten EAG traineeships available for 1300 applicants, but Joshua was successful — and he also successfully applied to be hosted by Woodside.

He quickly slotted into work in the oil and gas industry, which he attributes partly to his previous work as a refrigeration and air-conditioning technician and control system service and commissioning engineer.

His achievements have been rewarded with a number of honours including the EAG high achiever award last year, followed by the GTA West Australian trainee of the year award.

In April, he got the national award, the judges noting he had completed all his training units only 19 months into his two-year course.

“Joshua’s passion to learn new things and to assist others has enabled him to excel in his work and become a valued member and mentor for upcoming trainees,” the judges stated.

Joshua is continuing his studies, including a Certificate IV in training and assessment which would allow him to coach and evaluate future trainees.

He has also completed a Certificate III in Mechanical Engineering in the HVAC stream at Swan TAFE in Carlisle.

Joshua says: “The awards meant a lot to me as I strive to be the best at what I do, but didn’t expect the public acknowledgement.”

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If it hadn’t been for the global financial crisis (GFC), Mike Sloan might still be working in the retail industry.

Mike (pictured) had recently completed a retail management diploma when the GFC hit, making him think that perhaps wasn’t the best avenue to go down. After taking career guidance advice from a number of sources, he decided his future lay in electrical instrumentation in the energy sector.

“It utilised the subjects I enjoyed during my schooling,” he reasons, “and it is an area identified as likely to experience skills shortages.”

First step was a pre-apprenticeship course at Polytechnic West, as well as a Certificate II in Process Plant Operations through the Australian Centre for Energy and Process Training. He then obtained work experience in the electrical and instrumentation industry and after a successful application to be hosted by Woodside, started a mature-aged apprenticeship (aged 21) in 2011.

Mike’s decision on his alternate career has proved a wise one.

Indeed, so successful has he been that in April he beat thousands of apprentices from around the country to win the coveted Group Training Australia Apprentice of the Year award.

From crisis comesopportunity

In the first year, he had one swing offshore. “I believe it was just to make sure you like it,” he says. He did.

“I absolutely loved it,” says Mike, now 24. “I knew I’d made the right decision. I liked the work, the people, the industry and the lifestyle.”

The majority of that first year though was spent in Perth on several secondments.

“I feel privileged to be in a position where I love my work,” he says.

“I have an incredible job where I get paid to challenge myself, learn new skills and solve problems on a daily basis. I find working in the oil and gas sector particularly inspiring as I work at the cutting edge of humankind’s progress. And from the sheer size of an offshore platform to the complexity of day-to-day operations, every day brings new challenges and opportunities to learn and grow.”

Mike has spent the majority of his time at Woodside as part of maintenance teams conducting repairs and maintenance on production-related instrumentation and packaged equipment, as well as utilities and services.

He’s now based at Pluto LNG.

Before taking out the top national prize, Mike garnered two other awards. In

2012 he won both the Group Training WA Apprentice of the Year and also the Mark Allen Memorial Trust Safety Award.

The award criteria were based around apprentices’ on and off-the-job performance, including additional courses and study outside of apprenticeship training, contributions to the community and a demonstrated focus on safety.

The judges were impressed by the fact Michael had completed a Certificate IV in Occupational Health and Safety, a Certificate II in Public Safety through his involvement with the State Emergency Servuce and is currently completing a Diploma of Sustainability.

“Michael is a strong team member and understands the need to work together to achieve desired outcomes and the fulfillment such achievement can bring,” they said.

Mike described the award as both an incredible opportunity for recognition plus a channel through which he could help others discover the career options available through vocational training.

He finishes his apprenticeship in February 2015 and then hopes to work with Woodside as a core crew maintenance team member. Long term, he says that one of his career goals is to work on a Woodside project from start to finish.


Did you know Woodside Plaza receives more visitors each year than the number of spectators packed inside Patersons Stadium for a sell-out derby?

Or that Woodsiders in the Perth headquarters every year consume more than five tonnes of coffee beans, washed down with almost 100,000 litres of milk?

Or that our switchboard receives almost 100,000 calls a year — the equivalent of every man, woman and child in Bunbury and Karratha phoning in?

Or that the 3000-plus staff in Woodside Plaza made more than 7300 work station moves in 2012?

“You could say we’re either very ineffective or we’re very flexible,” says Sheila Simpson, Woodside’s office services coordinator.

Go for flexible. After all, there are now

Building on experience

3232 desks in Woodside Plaza but it took a fair bit of thought and redesign to fit them all into the building: the number is 44% greater than in the original design but was made possible because it was included in the original planning of the layout design and workstation configuration.

“Moving and storing people” is how some people describe Office Services’ work, though Sheila’s ten-strong team does a lot more than that. But if you don’t really know exactly what Sheila and her colleagues do, that would suit them just fine. Making things run smoothly without people actually noticing is one of their aims.

“The job of this team isn’t to be up in lights looking good,” she says. “It’s to be invisible.”

And while some of its tasks might be thought a tad mundane, such as ensuring the fridges are stocked with milk, others are more vital.

Such as when a building evacuation needs to be conducted safely and efficiently for almost 4000 people; or for fire and emergency preparedness exercises; or for continuity of power for our data centre; or to relocate Woodside’s essential services and decision makers to keep the company running if the building were ever out of action.

The Office Facilities team also manages Woodside’s facility management system, ensuring enough first aiders and floor wardens are on every floor — and overseeing the new security system.

Two thirds of the security races have already been replaced by the Speedstiles access system installed on the mezzanine floor, and the rest will follow suit soon. Athough movements are now recorded as people enter our offices, egress is not recorded. Speedstile will rectify this.

Of course, the needs of a company can change, too. Moreover, what was cutting-edge eight years ago when the company moved staff into Woodside Plaza might not satisfy tomorrow’s requirements.

Woodside’s lease expires in 2018 and a task force is being set up to determine what next. Invariably, the facilities services team is involved, together with experts from several other functions across the company.

“We have three options,” explains Jeff Davie, logistics manager and the lead for a long-term office strategy. “One is to stay and update the existing building; two, we go to a smarter, newer building; or three, we go to the suburbs with everyone either together in a campus-style location or with a split location.

“It takes four to five years to design, construct and custom-fit a leading edge building, so we have to plan now so our executives can make the best decision for the future.”

Whether Woodsiders are going to be on the move again or stay put, one thing’s certain — the facilities services team and the broader Supply Chain team they are part of, will all play a role in the next chapter.

Pass out: Office services coordinator Sheila Simpson and ISS security manager Jim Bracegirdle test the new security races, soon to be installed throughout Woodside Plaza.

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Woodside’s senior managers and aspiring young professionals came together in April for a getting-to-know-you event.

Called speed networking, it was aimed at improving communication and interaction between two groups whose paths might not normally cross because of their different work functions and levels.

Speed networking is based on the concept of speed dating whereby prospective partners are given two minutes to chat to each other.

It attracted more than 30 managers and Woodside Young Professionals (WYP) — a group open to employees with between three and ten years’ industry experience.

WYP boasts 330 members in Perth and Karratha and its chair is development engineer Pallavi Agrawal.

“One of WYP’s main objectives is to assist in the personal and professional development of the members,” says Pallavi. “It’s a great way to meet people your age with a similar level of experience across the organisation.”

It was WYP committee member Ben Ward who introduced the Speed Networking idea to Woodside in 2012. Ben, a contract specialist working on

rotary wing (helicopter) contracts, joined Woodside the previous year.

“I’ve been involved with similar committees in roles prior to coming to Woodside, and speed networking events were always well received and anticipated,” says Ben.

“For WYP, they provide a unique opportunity to rapidly expand your network in a short time while spending one-on-one time with senior management from a variety of disciplines around the business — a rarity in itself.”

Pallavi says: “It gives you access to role models and examples of where your career can take you.”

Though the speed networking event coincided with an external conference which many Woodside top executives attended, Pallavi declares she was extremely happy with the number of management who gave their time.

These included senior vice presidents Phillip Allison (Projects), Steve Rogers (Browse) and Tina Thomas (Corporate); vice presidents Melissa Hill (Engineering), David Young (Construction and Commissioning), Brad Russell-Lane (Continuous Improvement), Niall Myles (NWS) and Ian Sylvester (Reservoir Management), as well as a host of general managers.

“I thought the concept was fantastic,” said Tina Thomas, senior vice president corporate. “It was a very efficient and most enjoyable way to connect with some of our young Woodsiders. Their passion and enthusiasm for Woodside, the teams they work in and their future career with the company was contagious.”

Brad Russell-Lane, vice president, continuous improvement, thinks it’s great that the Young Professionals pro-actively encourage networking across all areas and levels of the organisation.

“Effective networking is a key competency for the development of all of us,” Brad says.

“Being able to develop open and honest relationships through networking with people inside and outside of our organisation is important for your own career and the future of the company.

“There is a relationship benefit to the young professionals plus also the managers and leaders like myself who attend these sessions.”

Philip Allison, senior vice president projects, agreed the initiative was a good one and said he enjoyed meeting with all the WYP, adding he’d like to see even more of them at future events.

Meeting up

Two’s company: Senior managers and Woodside Young Professionals get to know each other at the speed networking session.


Pressure test

Imagine there’s an emergency at Pluto and an incident at the Karratha Gas Plant.

Phones are ringing, questions are coming thick and fast and details about what actually happened are scarce on the ground — a perfect time to throw Woodside’s crisis management team into the deep end and see how they perform.

Under intense pressure to satisfy demands from the media, anxious governments, joint venture partners and frantic family of employees and contractors, the company’s response needs to be professional, appropriate, compassionate and accurate.

Welcome to Exercise Rebound — the crisis management exercise held in late February at Woodside Plaza and in May at Karratha. These exercises are designed to test all aspects of Woodside’s preparedness for a real-life crisis, a post mortem winkling out any weak spots and devising better ways to manage an emergency.

It’s a stressful time that is designed to pay dividends should the crisis be not staged but real.

And it’s also designed to check that Woodside’s Compass values and behaviours are exercised under stressful conditions.

Chief executive officer Peter Coleman signs off on four emergency exercises every November and they comprise a sizeable investment.

Trudi Angwin, Woodside’s crisis management coordinator in Security and Emergency Management (S&EM), says: “This is a significant commitment made by Woodside to exercise our key corporate risks to ensure that in the unlikely event they come to fruition we have a disciplined and competent response to the crisis.”

The February “crisis” was almost upstaged by reality when Cyclone Rusty, with 230kmh winds, swept across the Pilbara coast.

It meant the early operational element of Exercise Rebound, which triggered the establishment of the Crisis Management Team, couldn’t be conducted in Karratha as planned. Instead, the exercise and injects into the Incident Crisis Centre were reproduced in Perth and the Karratha team instead was put through its paces in mid-May.

On the 22nd floor of Woodside Plaza, Trunkline was one of the handful of people given the job of cooking up a storm. Wearing the hats of various reporters, Trunkline had the task of trying to winkle out as much information as possible from communications staff on the other end of the phone on the first floor.

Other Woodsiders played the roles of concerned family members, joint venture partners, ministerial staffers and so forth.

We were all fed “injects” to ask during the day’s proceedings. Were rumours of an explosion true? How many were injured? What could we tell the minister responsible? Had production been brought to a standstill?

How those on the other end of the phone lines acted and recognised their commitment to PEARLS (the principle guiding our order of priority: People, Environment, Assets, Reputation, Livelihood and Services) was a true test of their professionalism.

They played a straight bat to my pestering. It soon became obvious they had been given little information, but they emphasised that Woodside was primarily concerned with the safety of its people and contractors.

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“In a crisis in the first stages there is a vacuum of validated information,” explains Trudi Angwin.

“Crisis leadership is about making decisions to move forward without complete information. It’s about acknowledging you’re not going to have all the details you would normally have when making decisions.

“It’s about ensuring we have good organisational resilience and that means our exercises are based on risk, business continuity and crisis response.”

Currently, there are a number of defined corporate risks of which many are operational such as an oil spill and loss of well control. In emergency exercises, these risks and vulnerabilities are analysed and brought to life.

Exercise Rebound was built around the scenario of a propane release due to flange failure upstream of a main

compressor that forced a shutdown of Pluto LNG. This “damage” would have forced the plant to remain shut down for weeks.

To complicate matters (and ensure there was no easy avenue of “escape” for those dealing with the “emergency”) there was a failure of a ship loading arm at the Karratha Gas Plant.

In the morning, the exercise comprised an “emergency” and was played in real time. After lunch, the scenario jumped forward 24 hours and was about loss of productivity and recovery phases and the strategic consequences of that for Woodside.

Trudi explains: “We jumped forward to 24 hours later when it was determined that Pluto was going to be out for at best 21 days and at worse 90-plus. So what does that mean for us in terms of meeting our contracts, our income, our reputation?”

To make the exercise as real as possible, external agencies participated. Nickol Bay Hospital, for example, took part and there was contact between the crisis team and the hospital to deal with casualties. The Department of Environment and Conservation was involved because of the propane loss and black smoke, and the Woodside Employee

Assistance Program was activated to help employees who were stressed or traumatised after the emergency.

When the operational component of the exercise was revived in Karratha in mid-May, the scenario was a jet fire. To pose a few more problems, a report was received of a worker suffering chest pains on an LNG tanker that was loading and he needed to be taken to hospital.

Howard Fiedler, emergency management adviser in S&EM, says the importance of the exercise was confirming that systems worked and identifying how they can be improved.

“It’s the difference between walking into an emergency and knowing what you’re doing and not knowing,” he says.

Consulting firm EMQ — a specialist company which provides crisis and emergency management systems, tools and training services — controlled and evaluated the exercise performance.

Post-exercise, a Performance and Assurance Report is independently compiled to rate how well the company met its KPIs and objectives.

Of Exercise Rebound, ten of the 11 objectives set were fully achieved and one partially achieved.

Under the pump: Woodsiders in Perth and Karratha tackled simulated emergencies to test their preparedness in crisis management.


Houston.

America’s fourth largest city conjures many different images. The NASA space launch. Rodeos. Baseball. Southern hospitality.

But in April of this year, more than 8000 delegates descended on Houston with only one thing on their mind – liquefied natural gas (LNG).

The 17th International Conference on LNG (LNG 17) is the year’s largest global gas event and attracted key decision makers and industry experts from across the globe.

The LNG series of events began in 1968 and are held every three years, alternating between producer and consumer nations.

In line with the company’s global

Bigger than Texasstrategy, Woodside had a strong presence at the conference, both as a sponsor and exhibitor.

Roger Martin, our vice president corporate affairs, says attending international conferences helps position Woodside as a key player in the global LNG market.

“As well as sponsoring the conference, we took part in the four-day exhibition,” he says.

“Events such as LNG 17 are an excellent way to showcase Woodside’s capabilities on an international stage, with people from all areas of the industry attending.”

The conference program included a wide range of experts, with representatives from Tokyo Gas, Chevron, GDF Suez, Petrobras, Shell

and BG Group speaking.

A global strategy forum also took place, which provided delegates with an outlook of the industry through the eyes of key stakeholders.

Senior decision-makers from major producing and importing countries were also present at the forum, and gave participants a top level overview of the future of LNG, addressing key drivers and opportunities.

The next LNG Series, LNG 18, will be held in 2016 in Perth – Woodside’s home town.

“Woodside played a key role in bringing LNG 18 to Perth,” says Roger.

“This conference was last held in Perth in 1998, and it will be great to have the event back on Australian soil.”

On show: Woodside’s stand at this year’s global gas event in Houston, LNG 17.

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When Trudi Angwin was asked to organise the volunteering day for Security and Emergency Management (S&EM), she decided society’s most vulnerable people should come first.

To Trudi, that meant new immigrants, including former refugees, were among the ones who could benefit most from a little care and attention.

So Trudi got together with the Edmund Rice Centre Mirrabooka and Volunteering WA to design a day’s activities that would help Woodsiders welcome some newcomers to Australia and interact with them.

“First we had to find out from Edmund Rice, which is a non-government organisation (NGO), what their clients would like to do because it’s about them, not about us,” Trudi says.

It was decided to use the day to explore some of Perth and show the migrants what the city had to offer.

In May, about 20 new migrants and former refugees from Iran, Afghanistan, Sudan, Myanmar and Kenya climbed aboard a bus at Mirrabooka along with a team of eight Woodsiders from S&EM. And because the excursion fell in the school holidays, a number of the clients’ children came too.

It turned out to be an enjoyable and rewarding experience. Of utmost importance was to ensure that the day went smoothly and that the migrants who joined the excursion felt at ease in

Welcome contributioncircumstances where communication wasn’t the easiest because of the various language barriers.

The day involved visiting a range of parks and places of cultural significance in WA. They included Hyde Park, the Perth cultural centre and its community garden, Kings Park, Burswood Park and finally back to Mirrabooka.

Along the way they visited a couple of children’s playgrounds, played soccer, had a barbecue and shared stories.

Trudi says there was lots of conversation between the various clients and the Woodsiders, though not all of it was verbal. The children, of course, have been the quickest to pick up the English language and they were loud in voicing their approval of the day’s outing — and not backward about asking if they could do it again.

Their parents were given a booklet that had been specially compiled to help them visit the same parks and sites using public transport. It included dates of when special events were being organised at those sites so they would enjoy something else besides the attraction.

Trudi says the day demonstrated Woodside’s core values of working together with our community, respecting others and their history and stories and sustainability, in promoting Woodside with a broader group within our community and extending out to other countries.

The Woodsiders all enjoyed their volunteering day’s experience. “It wasn’t what they were used to or expecting,” she reports, “but many have since expressed an interest in continuing the relationships they built in their next stint of volunteering.”

As for the day trippers, Trudi says it was clear many had backgrounds and experiences she had never been exposed to.

“They’ve faced unforseen and unimaginable challenges and now they face a mammoth change when you consider things such as the language, family, climate . . . I came away with a sense of responsibility to improve what I do to be a good community person and do whatever I can to try and make their position a little easier.”

First off Trudi is trying to arrange for the NGO’s Mirrabooka office to benefit from a much-needed modest makeover. The carpet especially needed replacing urgently, she says, and she’s looking to fund-raise around $2000 to foot the bill.

* Woodside’s corporate volunteering program provides staff with 12 hours of volunteering leave and a wide range of volunteering experiences in which to use that time. Qualitative and quantifiable data demonstrate that the program is best in class with employees embracing opportunities to contribute.

Day trippers: Security and Emergency Management volunteers and new Australian migrants set off on their sightseeing tour.


Woodside’s Reconciliation Week celebrations began with a whirlwind on Sunday, 26 May— National Sorry Day — as the Fremantle Dockers took on Melbourne at Patersons Stadium.

The game was part of the AFL’s Indigenous Round, with National Reconciliation Week beginning the next day.

It was a great occasion on a number of levels. The Dockers had a resounding win over the Demons before almost 33,000 spectators and it proved an excellent opportunity for Freo to promote their inaugural Reconciliation Action Plan (RAP) to football fans, stakeholders and the wider community.

Woodside, the Dockers’ major sponsor and inaugural Indigenous Program Partner, supported the development of Freo’s RAP, participating in a working group between last October and this March to help the Dockers create a RAP, drawing on valuable lessons learnt from development of our own RAPs.

Round of applauseDockers chief executive officer Steve Rosich says the club’s RAP underpins its efforts to promote reconciliation both within the organisation and the broader community.

“We see the RAP as an extension of our club behaviours, particularly those of respect, inclusion and a commitment to do as we say,” Steve says.

“The club’s RAP allows us to formally acknowledge our Indigenous links and provides us with the opportunity to honour the many Indigenous players who have represented this proud football club.”

To coincide with the launch of the RAP, Fremantle released the club’s first-ever Indigenous Round jumper.

The jumper, worn by the Dockers in the clash with the Demons, was jointly designed by Roger Hayden, Fremantle’s development coach, and Richard Walley, one of Australia’s leading Aboriginal performers, artists, musicians and writer.

Steve Rosich says the RAP and the jumper were a sign of the club’s commitment to reconciliation and constituted acknowledgement of the contribution all of Fremantle’s Indigenous players — past and present — had made to the Australian sporting landscape.

To mark the occasion, Woodsiders handed out 15,000 inflatable mini-jumpers at the game. The jumpers proved extremely popular and were soon snapped up by eager spectators.

Before bouncedown, Noongar leaders May and Mathew McGuire delivered the Welcome to Country before some McGuire family members in the One Blood group performed an Indigenous welcome dance.

Richard Walley then tossed the coin for the game, which Fremantle won 130 to 40.

Woodside’s commitment to reconciliation and the improvement in the wellbeing of Indigenous communities was evidenced before the game, too, as two teams of

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students from Clontarf Academies played for the Woodside Cup in the curtain-raiser.

Though the Clontarf Foundation does not run a football program as such, its academies use the sport as a vehicle to attract and retain Indigenous students at school. The aim is to enhance the students self-esteem and help them develop positive attitudes towards health, education and employment.

It rewards achievement with exposure to new challenges and trips such as the one to Perth to play at Patersons Stadium. Woodside has been a supporter of the Clontarf Foundation since 2009.

Clontarf Foundation chief executive officer Gerard Neesham explained the value of this event. “The 50 boys that were selected to participate have shown great results in their school attendance and commitment to studies, and this opportunity is an incredible validation of their achievement,” he says.

“These are also experiences where students can practise their social

skills, build their confidence and increase their understanding of the opportunities available to them.”

On the field, Clontarf South extended its unbeaten run with a 28-point win over Clontarf North and the winning team was presented with their trophy by Woodside’s chief operations officer Vince Santostefano.

On the day after the game, the students visited Fremantle Surf Life Saving Club for some career and personal development. Besides taking part in a post-game rehabilitation session, they got to learn about swimming and safe procedures at the beach.

They also were told about career pathways at Woodside, giving them exposure to role models and inspiration for life after school.

Woodside’s manager of social investment Jo Ferrie says the events demonstrated the interconnectedness of Woodside’s partnerships and highlighted the benefits of the Clontarf Foundation.

“We see that the value in the Clontarf academies lies well beyond football,” Jo says. “It is about fostering self-worth, discipline, a love of learning and aspirations for the future among Indigenous youth.”

Footy fever: (Clockwise from left) Clontarf North students get a pep talk before their clash with Clontarf South; Roger Hayden displays one of the inflatable mini-jumpers he co-designed; Woodside volunteers get busy handing out 15,000 mini-jumpers before the game; chief operations officer Vince Santostefano presents the Woodside Cup to Clontarf North’s captain.


random discoveries

Welcome to the column which attempts to put more Woodside people back on the pages of Trunkline.

Random Discoveries aims to be just that – the presentation of bits of information about your

colleagues that you probably did not know. The diary style calls for surprise, humour and, most of all,

brevity. Please send your contributions to [email protected].

Subsea quality assurance engineer Graham Shore has completed the famous Kokoda Trail as a fundraiser to help find a cure for childhood cancers.

The gruelling feat involved battling heavy rains and an inhospitable terrain and was completed in only six and a half days, when most trekkers take eight or nine. One day Graham walked from 5am till 12.30am the next day.

And even though the trek was undertaken in April, supposedly the start of the dry season, the walkers encountered two days of solid rain which included an overnight deluge.

“It was the hardest thing I’ve ever done,” Graham says of his walk.

Leaving his hiking boots in Perth didn’t help, either.

Instead, he tackled the 90 km trek, up and down mountains and through jungle and rivers, over tree roots and wet rocks, in his trainers. Not surprisingly, they soon became

Shore supportwaterlogged and the vents let in mud and pebbles.

Graham was diagnosed with and survived a brain tumour in 2010, and is thankful that after surgery and radiation treatment he has made a complete recovery.

Last October, the extent of his good fortune in surviving his illness was rammed home when he attended a morning tea talk given to the Subsea and Pipelines team by Rick Parrish. Rick lost his young son Eliot to cancer and afterwards, to raise money for what he described as his war against childhood cancer, he established the Telethon Adventurers.

The Adventurers undertake challenging adventures to raise money and Rick told the Woodside group that one adventure being planned for 2013 was Kokoda for a Cure.

Graham’s mind was made up by a combination of that worthy cause, his own previous illness and the fact that

the trek was timed to spend ANZAC Day at the site of the Battle of Brigade Hill, one of the most desperate battles on the Kokoda Track. The former British Royal Marine immediately signed on and committed to raising $5000 from donations from his adventure.

There were 18 walkers in the group and despite the trials and tribulations of the trek and its near-vertical climbs, everyone completed the journey, says Graham.

He believes the punishing trek is a valuable rite of passage for every Australian, but warns: “Don’t do it without training.”

But it’s not quite over. Though Graham has raised a very healthy $3750, he’s still a few dollars of the $5000 which each of the Kokoda Adventurers intend to hand over at Telethon in October.

Any Woodsiders interested in helping him achieve his goal should visit the adventurers.com.au and follow the links.

Trail blazer: Subsea quality assurance engineer Graham Shore on the Kokoda Trail to help raise money for a cure for childhood cancer.

41

random discoveries

Only a couple of weeks after he first started seriously riding a bike, and in his first ever para-triathlon, above-the-knee amputee Brant Garvey qualified for the Para-triathlon World Championships, to be held in London this September.

It’s an incredible achievement but then 28-year-old technical analyst tends to take incredible achievements in his stride.

His parents were shocked when Brant was born without his right leg. It was never picked up in prenatal ultrasounds, and doctors couldn’t work out the cause.

But young Brant quickly dispelled his mother’s concern that his disability would prevent him from doing things boys with two legs enjoyed. “I tried everything,” he says of his growing up in Albany. “I played soccer, hockey — which became one of my passions — basketball, swimming, wheelchair basketball . . .”

Not that his first prosthetic legs were conducive to sports. “The first one was carved out of solid wood with no knee joint and held on with a strap which fitted around my neck,” he recalls. He reckons he got through two

Striding aheadlegs a year during his boyhood because “I was just too active.”

Now he wears a stainless steel, titanium and fibreglass leg.

Brant excelled at swimming in his earlier years and competed internationally. He decided to take up the para-triathlon as a challenge. The event comprises a 750 m swim, a 20 km bike ride and a 5 km run.

“The most difficult thing to do for an amputee is to run,” Brant says, adding it is especially difficult for an above knee amputee compared with a below knee amputee. “You have to rely on momentum because you don’t have the muscles to propel yourself.”

As for cycling, he hadn’t done that for years but took it up when a friend sold him an old bike for $150. He first rode it in late March and now uses it to commute the 30 km to and from his Trigg home.

He also took part in the HBF Run for a Reason, covering 12 km in a very impressive 1hour 30mins 23 secs. The 12km was the longest he’d run in one go by 6 km.

“I did run the entire way without stopping,” he says. “It was great fun and a brilliant atmosphere.

“My fitness was fine and I wasn’t really in pain until the 10 km mark where I lost a bit of ‘skin’ from my artificial leg. I’m really happy with the result and I am looking forward to my next race.”

Brant’s first para-triathlon was in Trigg a couple of weeks after he started cycling. He finished in 1hr 44mins 15 seconds, fast enough to win him a place in the 2013 Para-triathlon World Championships.

After that? His goal is the 2016 Paralympics in Rio de Janeiro.

But special prosthetic legs for both running and cycling would help a lot. The carbon fibre running legs, famously won by South African Oscar “Blade Runner” Pistorius would set him back $20,000, a special leg for cycling another $14,000.

Expensive, but worth it in terms of his competitiveness. Brant estimates the running leg alone would take 10 minutes off his personal best for that part of the para-triathlon, so he’s busy fund-raising.

London calling: Technical analyst Brant Garvey, an above-the-knee amputee, has qualified for the world para-triathlon championships in London.


random discoveries

Gemma Serjeant has discovered a way to combine two of her pleasures — and Woodsiders on the 22nd floor of Woodside Plaza have been the beneficiaries.

They’re the ones who’ve been enjoying Gemma’s delicious home-made cakes

Three years after taking up taekwondo as a purely practical method of gaining a sense of safety, Rebecca Winch was invited to Indonesia to represent Australia at an international tournament.

“It’s quite exciting,” Rebecca said before her trip.

“I’m not going there to bring home a trophy but to have some fun and learn from the experience and new techniques I can work on.”

Rebecca is a subsurface analyst with Reservoir Management.

She says she played plenty of sports but never considered the martial arts.

“I’ve done tennis, swimming and teeball but I had no interest in martial arts,” she says.

She was prompted to take up taekwondo, a martial arts with its origins in Korea, to enhance her sense of personal safety.

She was soon hooked.

“I love the fitness aspect and the team spirit and how it gives me confidence

Kick-start to safetyand makes the brain active,” Rebecca says.

Taekwondo practitioners start as young as four. Rebecca says she’s one of the oldest in her local club.

And she does not possess a black belt, usually a prerequisite to be chosen for an international championship.

Rebecca is a level down at red belt.

But the club’s coach Master Instructor Anita Tippet invited her and 12 others from the Port Kennedy Oh Do Kwon

club to Yogyakarta for the competition — the 11th International Clubs Open Taekwondo Championship.

It will be the first international competition she’s entered.

In preparation, Rebecca is training four times a week. And she’s busy fundraising to help pay expenses.

To that end, she’s taking part in a special “Kickathon” whereby club members aimed to complete 1000 kicks in an hour — after a normal training session.

Paws and effectwhich constituted her fundraising efforts for the RSPCA Million Paws Walk, held in May.

The Human Resources graduate grew up with pets and says there’s always been a dog in the house. So when sister Shari moved to Melbourne and decided to take the dog, Toby, a border collie cross, to live with her on the other side of the Nullarbor, it left a big gap in the Serjeant family’s City Beach home.

That void has been filled in part by walking dogs who live at the Shenton Park Home for Dogs.

“It’s a good way to exercise with a dog if you don’t want the responsibility of owning one,” Gemma says.

And when a friend became owner of a rescue dog, Gemma and her friend decided it would be a good idea to take the dog on the fundraising RSPCA walk so it could socialise with other dogs.

But how to raise money without asking people outright for cash donations?

The answer lay in her other love — baking.

The hobby started when she took cooking classes at school. She’d take in examples of her work for her school mates to enjoy — a practice she continued while a student at the University of Western Australia where she completed a double major in Arts and Commerce.

And she hadn’t been long at Woodside, as part of the latest graduate intake, when she decided to revive the tradition for her new work colleagues.

Gemma has made brownies, cup cakes, slices and quiches to satisfy Woodsiders’ mid-morning hunger pangs. And it seems our collective sweet tooth paid off: in all, she raised some $443.75 for the RSPCA.

Gemma has taken a couple of cooking classes in recent times and her cooking skills will be again on display at Woodside in August when the HR team will bake for the RSPCA’s Cup Cake Day in August.

43

final frame

Students from Clontarf academies throughout Western

Australia hit the surf the day after competing for the

Woodside Cup in the curtain-raiser to the Fremantle

Dockers game against Melbourne. They were guests of

the Fremantle Surf Life Saving Club in a recovery session

that involved braving the icy waves. Woodside is a

sponsor of the Dockers and Surf Life Saving Australia as

well as two Clontarf academies in the Pilbara.


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

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