Trunkline - Woodside Energy

1 The magazine for Woodside people | Q2 2017 TrunklineProgressing well in Myanmar 4-5 Igniting cultural awareness 6-7 Power to the Pilbara 8 Stepping on the gas 9 Clearing the way forward 10 EditorKellie Bombardieri t: +61 8 9348 6743 JournalistsMark IrvingDanielle BejrAdministratorRachel AumordPhotographyAaron BunchRoss Swanborough Tamara BinAmatLwin Ko Ko LattDesignSilverback CreativePrintingQuality PressTrunkline is published four times a year by Woodside Energy Ltd. Back issues of Trunkline are available for viewing on the Woodside trees come early for GWF-2 11 Task force at Woodside adds up 12 Key to unlocking insight 13 Demolition delivers great takeaways 14-15 Healthy signs 16 Double triumph at APPEA 17On the coverTraditional Custodians Sealin Garlett and Richard Walley with our chief executive officer Peter Coleman during a smoking ceremony aimed at ensuring everyone feels comfortable and connected to the site of our new headquarters.

2 Picture: Aaron Bunch 41882A day in the life of .. 18-19assistant company secretary Farewell to Nor Australis 20 Teaming up 21It s game on for coaching 22-23 Taking the lead 24 Six of the best for MIT 25 World class 26A helping hand to get on deck 27 Share the WoW factor 28 Spectrum broadens 29 Giving it their best shot 30 Tall order 31 Random Discoveries 32-34 Final Frame 353124 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. Working sustainably is a key component of the way in which Woodside does business. As our Compass states, we are here for the long term; looking out for each other, our communities and the environment.

3 A great example of this can be found in our article on the decommissioning of Gap Ridge Village. Big-picture thinking ensured waste was minimised in fact, 99% of the village was recycled and opportunities maximised. The project was completed safely, cost-effectively and with environmental sensitivity. It saw young aspiring leaders step up and, backed by an energised team, about 40% of which were Indigenous Australians, deliver some innovative solutions to standard challenges. Excellence is another of our core values. We want great results and strive for continuous improvement. This openness to considering new ways of working is spurring some strong outcomes. Take, for example, use of the Watson tool for data mining. Since its adoption, the geohazards team has found it can now focus the bulk of its attention on interpreting rather than searching for data, previously an 80/20 split in the information hunt s favour.

4 Now the team is freed up to focus on the highest-value activity; an outcome other teams employing Watson are experiencing. Read on and you will find many more ways in which Woodside is working to deliver value in line with its values, from our drilling campaign in Myanmar to collaboration with organisations such as Massachusetts Institute of Technology (MIT). Examples on Petroleum Resource Estimates: All petroleum resource estimates in this publication are to be read in conjunction with the Reserves Statement in Woodside s most recent annual report, as updated by subsequent ASX announcements available at 4trunkline | Q2 2017 Woodside is working hard to gather the information it needs to maximise the proposed development of its prospects off the coast of exploration and appraisal campaign that kicked off in the Rakhine Basin earlier this year is bringing promising results, with strong flow rates Thompson, our vice president of Exploration for Australia and the Asia-Pacific, says there has been a steady and substantial ramp-up of our activity in the region since we discovered gas in late 2015.

5 And the team has worked hard to set the scene for ongoing success. This is a high-value growth opportunity in an area where we have an early mover advantage, Mark says. Yes, we want to progress swiftly and decisively, but we need to do this is a way that is consistent with our values. Our aim is to deliver a sustainable Myanmar gas business, through respectful relationships and a focus on excellence. Well delivery manager David Moon says this has been evident from the time he joined the campaign. There is a real buzz among those involved, he says. It s exciting and we are all so focused on doing the right thing. Our standards are high. An example of this can be seen in the report card for the first Thalin-1 exploration well. Including load-out, it was achieved safely, on schedule and under budget, Dave says. To begin a campaign in this way, in an area where we are a relatively new player, is remarkable but no less than we expect of ourselves.

6 He credits a massive cross-functional effort for this result; an effort that began well before the start of drilling in mid-February. This included the delivery of environmental impact assessments, the seeking of government approvals and appointment of relevant also involved preparation of the drill ship in a Singapore shipyard before load-out to Myanmar and the set-up of a supply base in nearby the time drilling began, the number of Woodsiders in the Myanmar office had more than doubled, taking in expatriates as well as local wellin Myanmar 5 It s a close-knit office environment with key functions represented, including Logistics, Finance, Security and Emergency Management, Dave says. And it s very collaborative. You have to be resourceful to work in an international environment, robust and resilient. You re away from the comfort of your headquarters, and the familiar support mechanisms that come from that, so it is good to know that you can go to each other as you navigate your new working world.

7 I m certainly proud to be part of the team. We have such a great group of people, onshore and offshore, building and contributing great capability. I can honestly say this is the best international start-up I have been involved in. Yes, we have our challenges it is certainly not easy work but it is enormously rewarding to be part of. Drilling down: Clockwise from over page, the drillship Dhirubhai Deepwater KG2 in position; the sun goes down on another busy day offshore; Dave Moon, pictured fourth from the left, with members of his team in Yangon; and wellsite manager Chris Wise addresses the morning meeting onboard the | Q2 2017 Woodside is working with its employees and the wider community to ensure that cultural recognition is embedded in the new Woodside headquarters (WHQ).A significant first step came with a cleansing ceremony conducted by Noongar Whadjuk Traditional Custodians at WHQ in early June to ensure the site would be one where the entire community feels comfortable and a ceremony is conducted to purify a specific area.

8 It cleanses the spirit, body and soul of people while on Noongar country and helps ward off warra wirrin bad spirits, bringing in the blessing of the kwop wirrin good although the location of the WHQ on the banks of the Swan River might be prime real estate, the site has a difficult history. Once a resting and camping place atop a natural spring, the use of the site and surrounds were forced to be abandoned by Whadjuk people following European settlement. As I ve heard from Whadjuk people, the site is where Yellagonga, the Whadjuk leader, welcomed Captain James Stirling and his party when they landed in Perth, explains Debbie Morrow, general manager global property and workplace. Stirling and his party were welcomed on to the land, but they never moved on as expected according to the tradition of moving with the seasons. Yellagonga and the Whadjuk people were forced away from the land and their spiritual connection was lengthy discussions involving Woodside 's Indigenous employees, external advisers and the Traditional Custodians, it was agreed that an initial cleansing ceremony would be held before the building fit-out to reconnect the site with the ceremony began at 5am with the lighting of with five separate fires, which were then tended by the Traditional Custodians until when the ceremonial party moved to a central location.

9 Many of Woodside s Executive, including chief executive officer Peter Coleman, were in attendance and cleansed as part of the ceremony. The stillness of the city before sunrise and the serenity of the fires brought home the potential that comes with maintaining a deep connection and respect for the land, Debbie culturalawarenessLight my fire: Clockwise from above, Traditional Custodian Nigel Wilkes with Woodsider Dwayn Bolton tend one of the fires at the smoking ceremony, held at the new Woodside Headquarters in June; Traditional Custodians Walter McGuire and Barry McGuire also tended fires; Vanessa Bullock and Laurent Rivalin joined prominent Aboriginal advocate Fred Chaney at a lunchtime panel discussion held at Woodside during Reconciliation Week. Achievements, not just aspirations, is the hallmark of Woodside s revised Reconciliation Action Plan (RAP) for 2016-2020 as the company sets out to ensure its activities are making a real difference to the communities in which we company has set 12 indicators of success to measure how Woodside is tracking in its journey to create real social change for Indigenous year s RAP was awarded the highest possible rating, Elevate, by Reconciliation Australia.

10 Woodside relaunched the RAP in May during Reconciliation Week, which had the theme Let s take the next step . For the RAP, this is the next step, says Yvette Manolas, corporate affairs manager communities. We re making a step change in order to better measure and report the outcomes of our activities aimed at creating respect relationships, opportunities and national leadership. These outcomes will be measured against the indicators of success to ensure Woodside makes progress each year, she says. For example, the updated report shows that Woodside tripled its target growth in our cumulative contract awards to 16%, and enabled suppliers and community partners to increase their direct Indigenous employment by 83 individuals through Woodside scopes and funded programs. These successes have driven Woodside to aim even higher and achieve more in 2 017. Using these indicators as measurements of our way of working means that we can scale up against accountability, Francine Schwarzbach, corporate affairs senior adviser Indigenous affairs, points out.