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trunklineThe magazine about Woodside people | Q1 2011

trunklineThe magazine about Woodside people | Q1 2012

2 trunkline | Q1 2012

Pluto gets set 4-5

Powering ahead 6

Active involvement in improving safety 7

Bridging the gap 8-9

The journey ahead 10-11

Lending a helping hand in Broome 12

Working together 13

EditorKellie Bombardieri t: +61 8 9348 6743

AdministratorDaniela Doylet: +61 8 9348 4030

Emailtrunkline@woodside.com.au

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.

Lawrie makes it count 14

Class act 15

Lodging a vote of thanks 16

Seeking a safer path through lessons learnt 17

Shedding light on youth needs 18-19

On the cover

Integrated approach: Production’s Niall Myles and Projects’ Tom Brennan acknowledge the teamwork that went into getting the Pluto plant ready for start-up. Picture: Aaron Bunch

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Playing it safe 20-21

KEI scores well 22-23

Exercise routine put to test 24

Out of the blue 25

Celebrating new year’s Eve 26-27

Katrina’s resourceful effort rewarded 28

WoW, we’re going places 29

Sun shines on surf sponsorship 30

Going beyond the Fringes 31

Random Discoveries 32-34

Final Frame 35

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

inour lives

theenergy

It’s been a busy start to 2012.

As the following pages show, we ticked a lot of boxes on our to do list in the first three months of the year. Among them were the landing of the bridge that connects the North Rankin A and B platforms and getting our Pluto LNG Project ready for start-up.

We had individual stars shine, such as environmental engineer Katrina Bukauskas who won a Chamber of Minerals and Energy award, and teams excel as evidenced by the Karratha Gas Plant’s safety performance.

We also saw a lot of effort put into ensuring we are well placed for sustained success into the future, with the revised vision and values that will guide that journey to become a global leader in upstream oil and gas made clear.

Yes, Woodsiders everywhere are working hard in many and varied ways. And it’s clearly a team effort.

Read on for a snapshot of that collective contribution.

4 trunkline | Q1 2012

When the Pluto LNG Project was declared ready for start-up (RFSU) on 22 March, Tom Brennan and Niall Myles took a few moments to reflect on the milestone.

Of course, they looked ahead to first cargo - an event both hope to be on site to witness.

But they also took some time to consider the collaborative effort that had gone into getting the project to that point – in particular, the integrated approach known as production readiness.

Although, RFSU signals the handing over of control of the majority of the plant from the Project team to Production, the spirit of cooperation continues.

As Tom, the Pluto foundation project manager, says:” “It is really encouraging to see some of the

Pluto gets settraditional barriers between Projects and Production being pushed aside and everyone working to the same aligned objective of a safe, reliable start-up.” And this sentiment is echoed by Niall, Pluto’s vice president production.

“There is just no other way to be effective, but to work together,” he says. “There is a professional tension, as we do our respective ‘bit’. But what we are doing is making sure everyone is on the same page about each other’s objectives and making clear what is needed to meet those. Then we work towards achieving it all.”

So it is not simply a process of handing over the baton. Projects and production have been running this track together, supporting each other along.

Their agreed-to common objective? To meet our commitments, safely by working together.

There are different paradigms at play though – Project construction and commissioning are working towards a finish line, while Production is working towards a beginning.

““This is a marathon for us,” Niall says. “First LNG is not the end; it is the start of many many years of production.”

But for Tom, it is a winding down.

“In some ways, it is sad to see the team moving on to other things as it’s been great working with them,” he says. “But I’m immensely proud of everyone’s efforts and of what we have achieved.

“We still have a lot of work to do to complete the handover, including performance testing, but we are closing out what has been a very rewarding phase of our careers.”

Teamwork: It has taken many hands to get the Pluto LNG Project to where it is today and this photo shows just a portion of them.

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Milan Kovac, who has been working on the Pluto plant site for the just over three years, says the job has been relentless.

“And by that I mean we have been relentless in the pursuit of doing all things in the best interest for Woodside, the shareholders and the Pluto team in general. Relentless in every possible aspect of the project, be it safety, quality, engineering, construction and so forth.

“Although tired and somewhat battle weary, the energy of the team to maintain that relentlessness is still there to carry us through and support the operations team as they bring us home in the last phase.”

Conrad Stancliffe, who has been working on the Pluto site since construction got under way, puts it all into perspective.

“As I reflect back on the site’s four year journey, from site preparation through to RFSU, I feel we have climbed a mountain, taken on challenge after challenge and change after change, but most importantly, I am proud to have been part of a team that delivered with safety consciousness, motivation and commitment to get the job done.”And he is not alone there.

6 trunkline | Q1 2012

There have been many milestones reached at Pluto LNG Park in the opening weeks of this year.

The jetty, storage and loading facilities have been declared ready for start up, the LNG tanks and transfer lines have been cooled, an import cargo has been received, the beach valve has been opened, trunkline pigging has been completed, ready for start-up has been declared . . . the list goes on and grows by the day.

There is an air of expectation around the site, which is now generating its own power. All systems are steadily reaching go. First cargo is close. Everyone is focused.

Some see it as nearing the finish line; the end of a challenging but ultimately satisfying journey in which Western Australia’s first greenfield LNG plant in 23 years will start up.

Others, such as the Production Division’s Dave Dann, see it as the beginning of a new era, one in which the plant’s foundation train, when operating at full capacity, will contribute a forecast 4.3 million tonnes of LNG a year.

“It is a really interesting and exciting time,” says Dave, Pluto’s start-up manager.

“The project team is nearing the end of what has been a solid effort since the field was discovered in 2005 and a final investment decision made in 2007.

“And in production, we can’t wait to get going on producing LNG cargoes for what will be decades to come.

“As an integrated team, we are all upbeat. We have different outlooks but the same clear aim – safe and reliable start up as early as possible.”

Dave says the opening of the beach valve in February linked Pluto’s offshore system to its onshore plant for the first time.

As the gas flowed in to the front end of the plant, key parts of the train could be started up.

Likewise, when the pig (pipeline inspection gauge) completed its run through the offshore trunkline in early

March, the way was clear for other checks.

Proving could begin on those parts of the plant that handle liquids, such as the slugcatcher, condensate stabilisers, monoethylene glycol (MEG) and effluent treatment units.

“Every day something is different and appreciably so. There is never a dull moment,” Dave says.

“We have the occasional little setback but we overcome it.

“It’s a 24-hour, seven day a week operation. We have people working around the clock getting all the systems ready for use.

“And we’re at the point where people who are about to take their days off are wondering what they’ll miss while they’re gone.

“No one wants to miss the big moments.

“This is a significant time in Woodside history and it is great to be a part of it.”

Powering ahead

Looking ahead: Production start-up manager Dave Dann (centre), with colleagues John Drew and Phil Reid, takes in the view from where the beach valve is located.

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The North West Shelf Project’s Karratha Gas Plant (KGP) achieved a significant milestone in 2011; it exceeded its safety expectation.

With an expectation that it have no more than three total recordable cases per million hours worked, the KGP came in under this at 2.8, continuing a long-term trend of improving safety incident statistics.

KGP health and safety manager Dixon Lowe says the continued improvement can be attributed to the KGP’s drive to address the “involvement” theme in Woodside’s Our Safety Culture.

“Feedback via the Health and Safety Perception Surveys and Stand Together for Safety had highlighted our need to introduce strategies to involve everyone,” he says.

“To address this in 2011, we embedded pre-start meetings for everyone each morning.

Active involvementin improving safety

“The pre-starts proved to be an effective way to communicate and were also used to encourage discussion of minor hazards and safety observations throughout the work day.”

To complement the new pre-start meetings, the KGP became the first facility to implement the direct entry of reports into an upgraded electronic reporting system.

This system enables people to enter and monitor the progress of incident and hazard reports and thus improve ownership and transparency of incidents.

Most importantly, the new initiatives have been well received by Woodside staff and contractors alike.

KGP health and safety adviser Penny Bayliss says the changes provide both tangible and intangible results.

“While we can measure the success of the programs through our Good Day Frequency, it is much harder

to measure the impacts on safety culture. However, we are beginning to see a real change in the attitudes of individuals towards health and safety, which will inevitably reduce incidents,” she says.

In 2012 the KGP expects to further improve on its safety performance by continuing to reinforce current programs and initiatives while monitoring individual attitudes, values and behaviours to health and safety, especially given the increased maintenance scheduled for 2012.

Acting executive vice president North West Shelf Richard van Lent says the safety achievement is gratifying.

“It shows once again that improved safety performance goes hand in hand with better business outcomes,” he says. “The record sends a strong message to our customers and stakeholders that we have a committed team, reliably and safely delivering our products.”

Safe hands: The Karratha Gas Plant exceeded its safety expectation for 2011.

8 trunkline | Q1 2012

At 9.45pm on 28 February, the process of installing the two 100m steel bridges that will link the existing North Rankin A (NRA) platform to the new North Rankin B (NRB) jacket began.

Bridging the gap

The two bridges, constructed by PT McDermott in Batam, Indonesia, as part of the North Rankin Redevelopment (NR2) Project weigh about 1345 metric tonnes combined.

Their installation went on well into the night and was completed by morning.

The bridges will be used as personnel and process links between the two facilities, which on completion will be known as the North Rankin Complex.

NR2 senior structural engineer Brad McNess describes the process as a significant milestone for the project and an illustration of the outcomes that can be achieved when teams work together towards a common goal.

“The process of installing the bridges posed significant technical and safety challenges, and is the first step in the complex task of connecting the new NRB facility to NRA,” he says.

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“Following many hours of planning and preparation by the engineering teams, NRA production team and the project transport and installation team, the entire process from the arrival of the bridges to site on the North West Shelf to the completion of the installation went incredibly smoothly.

“When completing visually impressive activities it is easy to be distracted, however, everybody involved remained fully focused on the job at hand,”

The professionalism and attention to detail by all the crews involved has also been exemplary during this exciting time for the project and Woodside.

Now the bridges are connected, work has begun on preparations for the topsides floatover, which is scheduled to occur in the coming weeks.

Joining up: The two 100m bridges that will provide personnel and process links between the North Rankin A and B platforms were successfully installed over the night of 28 February. By morning, this technically challenging process was complete.

10 trunkline | Q1 2012

A global leader in upstream oil and gas. A values-led company and partner of choice. And a great place to work. Following the conclusion of the review of organisational effectiveness (ROE) commissioned by the leadership team late last year, everyone at Woodside is now invited to help make the above goals a reality for our company. The findings of ROE have been used by CEO Peter Coleman and the leadership team to craft a new mission, vision and set of values for Woodside, underpinned by initiatives such as a new decision making process and revised operating principles for our organisation. Changes will be phased in across the business during the implementation phase, which will take place over the remainder of 2012 and into 2013.

to work: the journey aheadSo why is Woodside setting off on this long journey of change, given its track record of achievement and options for growth through premium LNG assets such as Pluto, Browse and Sunrise? Peter says first and foremost, feedback from Woodside’s own people made it clear that they believed Woodside could become even better, and identified some key areas for improvement. A thorough review of Woodside’s strategy and organisational effectiveness also demonstrated that ‘business as usual’ would not guarantee success in an increasingly competitive oil and gas market. “We can be proud of Woodside’s achievements while also recognising that we must continue to improve to be a high-performing company and also a great place for our people to come to work each day,” Peter says.

“So I see the journey we are now setting out on as being driven by the vision that our own people have for Woodside.” While individual initiatives will be many, they are all designed to support the key themes outlined in the ‘Woodside compass’ now being given to staff across the company (below): who we are; where we’re going; and how we’ll get there. ‘Who we are’ refers to a set of revised values that will underpin all aspects of Woodside’s business: integrity; respect; working sustainably; working together; discipline; and excellence. ‘Where we’re going’ relates to Woodside’s mission to deliver superior shareholder returns, our new vision to be a global leader in upstream oil and gas, and our revised strategic direction.

Global leader and great place

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Peter explains the vision to be a global leader is not just about growing Woodside’s portfolio and delivering outstanding shareholder value, but also being a values-led company that is respected by its partners and the wider community. ‘How we do it’ relates to Woodside being a partner of choice renowned for its engaged people, functional excellence and decision effectiveness. Individual initiatives will be rolled out across the business to help turn these elements from aspirations into reality. For example, an engaged workforce will be supported by a new framework built around the concepts of ‘great company, great career, great opportunities’. Decision effectiveness will be supported by training and programs to clarify decision making rights and accountabilities across the business, and the roll out of a new decision making model. Peter says he is pleased with the outcomes of the review, which was headed up by Executive Director Commercial Rob Cole.

Seventeen employees worked full-time on ROE throughout the project phase, supported by a consulting company. Hundreds more from Woodside participated in the review through workshops and surveys. “Rob and his team gave us some great insights and recommendations which allowed the leadership team to develop a vision for our future, chart a course for growth and provide a map to guide us along the way,” Peter says. “But achieving our goals is only possible if all at Woodside are committed to the journey - one team working together to achieve extraordinary results.” And what of the journey itself? Will working at Woodside now become noticeably different for most of us? Rob says most Woodsiders will notice the changes in terms of how they go about their daily work, rather than being affected by significant structural changes. He emphasises that new initiatives will be rolled out at a pace that gives

people time to reflect, understand and implement any changes, supported by tools and training. This process will be managed by a Delivery Office team that is now being formed. “We’re not going to roll things out in April and expect people to be working differently in May,” Rob says. “This is a long-term process with the aim of setting up Woodside for sustained success.” Rob suggests that as a first step Woodsiders ensure they understand the revised values, and wherever possible start to live these in their daily work. “It all starts with getting the right values and behaviours in place, and this will set the scene for more detailed implementation later on,” Rob says. “So we are looking at a long process. But we only need think of the rewards that flow from us becoming a global leader that provides great careers and opportunities for our people.” “Now that is a prize worth chasing.”

Shared vision: Members of the leadership team listen in. Looking forward: Chief executive officer Peter Coleman (opposite page, right) prepares to outline the company’s new vision to fellow Woodsiders, with the support of executive vice president of production Vince Santostefano and executive director of commercial Rob Cole.

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In late 2010, Roxana Pope took on a temporary three month posting in the proposed Browse LNG Development’s Kimberley office, and more than a year later she is still there.

Working as a community relations adviser in Broome, Roxana is responsible for a range of activities, including the Browse Community Grants Program.

“I had been keen for a change of scenery and moved with my partner from Perth to Broome in April 2011. I initially took up a short term position with Woodside as the Broome office coordinator,” says Roxana.

“When my current role came up, I jumped at the chance to get involved with the community at a grassroots level. “

The Browse Community Grants Program helps local organisations to achieve their goals, by providing funding of $5000 per initiative.

“I am very passionate about this program and love getting out into the community and meeting with people face to face,” says Roxana.

“The 2011 grants have been allocated to a variety of groups, ranging from the Kimberley Wildlife Carers to the Marnja Jarndu Women’s Refuge.”

She also supports the wider community relations team, providing assistance for

Lending a helping

the numerous engagement activities Woodside undertakes in and around the Broome area.

Lending a helping hand is a way of life for Roxana, who, along with a close friend, established the Perth-based charity Uni Camp for Teens (UCFT) in 2011.

The program aims to provide disadvantaged Perth children aged between 13 and 15 with positive experiences, role models and mentors.

“By providing each teen with a suitable young adult mentor, UCFT hopes to encourage the teenagers to make positive choices and reach their full potential,” Roxana says.

“With the charity based in Perth, the distance has been a bit of a challenge, but I am very fortunate that the other six committee members are very supportive.

“I use Skype to dial into weekly meetings and, when I can, fly to Perth to join in with the events.”

Not content to stop there, Roxana has been working for Save the Children on the HYPE (Helping Young People Engage) Program in Broome since November 2011.

“I really wanted to get involved with a program similar to UCFT in Broome, and HYPE is such a worthwhile initiative,” she says.

HYPE employs a number of Youth Liaison Workers who patrol the streets of Broome every Thursday, Friday and Saturday night.

“We aim to engage with youth up to the age of 17 and encourage them to stay safe. We pick young people up off the street, take them to a safe place and help them make responsible choices,” explains Roxana.

“The program was initially set up to minimise youth crime and anti-social behaviour, but over the last couple of years has developed into so much more.

“It is now about building positive relationships, as well as running activities to alleviate boredom, which can be an issue here in Broome.

“The kids are great, and as I work three weekends out of the month, I have built up many strong relationships. While at times it can be challenging, the experience has really broadened my understanding of local issues.”

While most people would agree Roxana already has enough to keep her well and truly busy, there are still a number of goals she is hoping to achieve while working on Browse this year.

“The team in Broome is working hard to leave a positive legacy by supporting a range of community organisations.”

“We are also striving to ensure the community is given every opportunity to ask Woodside questions about the proposed development, in an open and positive manner.

“We recognise how critical it is to create and maintain positive, open dialogue with the community, whether it is through an information booth, a one-off meeting or via long-term engagement activities.

“It is pleasing to be able to see the progress we are making in the community, and I know the entire Broome team is keen to build on this further.”

hand in Broome

Driven to help: Roxana Pope (right) with HYPE senior project officer Polly Banks.

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Effective and consistent stakeholder engagement is critical for any large project.

And the proposed Browse LNG Development team’s Social Impact Assessment is taking Woodside’s community engagement to a new level.

This was demonstrated in March during a series of workshops, held in Broome and Perth, in which the Browse team provided detailed information about the project’s potential social impacts and opportunities, and seeking direct community feedback on the significance of those issues, and how they should be managed.

“The workshops were designed to give members of the community the chance to not only consider the potential social impacts of development, but also to reflect on the proposed management

Working together responses in relation to these possible impacts,” says Browse Social Impact Assessment manager Ainslie Bourne.

Eight workshops were held in total, with independent specialist group Environment Behaviour Consultants (EBC) engaged to run the events.

Ainslie says a diverse range of people attended, ensuring a good cross-section of opinions and experiences were able to be gathered.

“The people who attended were from a variety of different backgrounds, including recreation groups, community and health organisations, Indigenous people and local business people.

“Each workshop addressed a different Social Impact Management Module, which was prepared as part of the Browse Social Impact Assessment (BSIA).”

The BSIA is the process that Woodside is using to identify potential social impacts associated with the proposed development.

“The workshops covered topics including community services, marine resource use and the local economy,” says Ainslie.

“Participants were asked to review and validate the social impacts identified in the BSIA, and assign a risk rating to each.

“They then reviewed the proposed management measures for each impact, and assigned a residual risk for those impacts.”

The workshops are a culmination of more than a year of consultation and research, which has been critical in influencing the design and planning for the proposed Browse LNG Development.

Seeking feedback: Workshops have been held in Broome and Perth to share information and gauge community opinion as part of the Browse Social Impact Assessment.

14 trunkline | Q1 2012

It’s a long way from the laid-back seaside town of Ocean Grove in the Australian state of Victoria to the frenetic, crowded streets of China’s Beijing.

Yet that was the route that our chief financial officer (CFO) took on his way to Woodside.

Lawrie Tremaine went from a population of about 11,000 to more than 20 million in a move that typifies his thinking – he likes a challenge; he’s keen to learn, to step up, to keep doing better.

In fact, he’s always been something of an advocate for continuous improvement.

Take, for example, his early days working for a door manufacturer.

Lawrie makes

Lawrie instinctively pushed for changes that he believed would streamline process. He later learned that there was a name for what he was advocating – statistical process control.

“Six Sigma, Lean methodology . . . they’re all ways of trying to reach the greatest potential,” Lawrie says. “I’m all for that way of thinking, for efficiency.”

In fact, it’s one of his primary motivations – for those around him as much as for himself and the business that he works for. Put simply, be your best.

So Lawrie joined Woodside in 2006, after a 17-year stint with Alcoa working in Victoria, Western Australia, Japan and China, he arrived with a desire to make the most of the opportunity.

The move to Australia’s leading oil and gas company ticked some big boxes– both personally and professionally.

Lawrie wanted to bring his family back to Australia as his three children were entering their final years of schooling and he wanted a job that exposed him to a new working environment with plenty to learn and lots to contribute to.

So he moved to Perth, the opposite side of the country to where the Collingwood Football Club supporter was raised, and took on the role of Group Financial Controller.

He knew a little of Woodside before he arrived – in fact, he had dealings with the company when buying gas for Alcoa – and his impression of the people was positive.

it count

Ocean view: Lawrie Tremaine and his wife Karen take their dog Chloe for a walk along a Perth beach.

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Since joining the company, that opinion has been reinforced.

“Woodside has a sense of team; an understanding that we all have to work together to move forward,” Lawrie.

It is an attribute he encourages.

Lawrie, who took on the role of Vice President of Treasury and Taxation in 2009 before becoming Executive Vice President and CFO at the end of 2010, has a solid portfolio of responsibilities.

He heads investor relations and information technology as well as finance, treasury, tax, risk management and insurance.

But to some Woodsiders, he is referred to simply as The Finance Guy – and he’s been a finance guy at heart for as long as he can remember.

“In truth, I don’t think I selected my career. It selected me ,” Lawrie says. “In high school, I did best in accounting and economics. I was interested in business management from an early age”

Of course, that still holds true, only now the picture is much broader.

And it is not all about cost management and waste minimisation (although these are certainly priorities), Lawrie also thinks about career development and bringing out the best in people.

Last year, he was elected West Australia president of CPA Australia; an organisation that works to develop technical accounting, strategic, leadership and decision-making skills among its members, as well as advocate on a range of business issues.

But don’t go thinking that it’s all work and no play. When Lawrie’s not at the office or spending time with his family, you’re most likely to find him at the beach or out cycling.

And yes, he likes his footy.

In fact, he was there cheering on Collingwood at the last AFL grand final as wife Karen barracked for her Geelong Cats – another experience to learn from. The Cats won but Lawrie was not discouraged. Remember, he’s an advocate of continuous improvement so can see the scope for his team to go one better.

WA’s Chief Scientist Lyn Beazley recruited two young Woodsiders to help her spread the word about her favourite subject matter during a visit to schools in Karratha.

Process engineer Sam Griffiths and instrumentation engineer Alison Steer joined the professor in late February for a series of talks to local students.

They discussed how science and maths can open doors to great career opportunities, including but certainly not limited to their own experiences, which the students’ were keen to hear about.

It was a chance to not only inform and

educate the next generation but also to generate the sort of enthusiasm that will drive WA’s capability growth.

During her time in the Pilbara, Prof. Beazley also called in to the North West Shelf Project’s Visitors Centre, which looks out over the Karratha Gas Plant. Here, she got to meet more Woodside staff and to talk more specifically about the resources industry.

Prof. Beazley described her visit to Karratha as memorable with many informative conversations and valuable discussions.

She praised Sam and Alison for their contribution.

Class act

Sharing knowledge: Woodsiders Sam Griffiths and Alison Steer meet Professor Lyn Beazley and Dr Derek Boardman on a tour of schools in Karratha.

16 trunkline | Q1 2012

In February, Woodside lost one of its greatest pioneers – Mike Lodge, the man who played a key role in the design and construction of the North West Shelf Project’s earliest offshore assets.

Mike spent 13 years working on the development, focused first on the feasibility then the reality of producing gas from the North Rankin field.

His tenure, from 1974 to 1987, came at a time of big change for Woodside. It was a brash exploration company stepping up to the challenge of becoming the operator of a massive energy project.

But Mike, who had earlier worked with Esso Australia in the Bass Strait, did not flinch.

As former Woodside managing director Charles Allen noted at his funeral, Mike was a consummate professional, able to work well with his joint venture counterparts, and a gifted engineer, commanding respect and making an invaluable contribution.

“Mike was in charge of the massive design and construction of the North Rankin platform and the 48” pipeline to shore - the two major offshore assets,” says Mr Allen. “The platform alone cost about $1.5 billion when it was complete, an incredible sum to be contemplating in the late ’70s.

Lodging a vote of thanks“But Mike was always a man who, when he said he would do something, he did it.

“Perhaps his most telling characteristic was his strong support and championing of the involvement of Australian engineers in the construction and development of oil and gas mega projects.”

Mr Allen says the size of the technical challenge, not to mention financial and commercial risk, posed by the North West Shelf Project to Woodside is difficult to fathom today.

It was the biggest project undertaken in Australia by non-government entities. In the early ‘80s, our joint venture participants, who were among the largest companies in the world, were responsible for funding 50% of the costs. Woodside, which was yet to produce oil or gas, covered the other 50%.

“Now the relevance of Mike in all this is that one of the largest risks in the North West Shelf Project was the technical risk, the risk that all these offshore and onshore facilities did not perform to specification,” Mr Allen says.

“Thus, throughout his career at Woodside, Mike was directly involved not only with three of the international majors of the oil industry (joint venture participants Shell, Chevron and BP) and BHP and their forever critical engineers

but also with the bankers from around the world and their technical advisers.

“You can well imagine that if you were a senior manager in one of these companies you would be forever wondering why you trusted a miniscule, totally untried, Australian company with managing and operating your largest single investment in the world (which the North West Shelf Project was to these companies at that time).

“We did have the full support of Shell’s technical expertise in the Hague but at the end of the day it was our engineers, and Mike in particular, who travelled the world or received bankers’ and participants’ engineers in his office presenting the designs, schedules and plans, convincing them of Woodside‘s competence, capability and reliability.

“Through Mike, a vast community worldwide from the international oil industry and from the banking world saw the competence of Australian engineers and engineering.

“Mike was the technical rock of Woodside, the North West Shelf Project and I might even suggest Australia. He proved his point that Australian engineers could manage the construction and development of mega oil and gas projects.

“We can all be proud to have known such a man.”

Guiding hand: Mike Lodge was Woodside’s chief engineer when the North Rankin platform and associated offshore infrastructure were being designed and built.

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It started as a routine ride to work.

Richard Pocock was cycling his usual route to Woodside’s Perth office, a winding path between the freeway and Swan River.

He didn’t see the heavy tree limb blocking his way until it was too late and struck it, quite forcefully, head-first.

“My helmet hit a solid bit of tree, the bike’s seat post snapped and I fell back on to the tarmac,” he says.

“I did not feel too badly hurt so I refused help from other cyclists and picked myself up to ride the last 4 km to the office.”

Richard had, in fact, fractured two vertebrae in his neck; an injury that required him to spend five days in Royal Perth Hospital’s spinal unit and several months in a brace.

It has also given him plenty of time to contemplate what went wrong; what he could have or should have done differently. As a senior integrity and safety risk manager at Woodside, he felt compelled to make sense of it all.

This was Richard’s first ride in two weeks. He had been overseas for audits. (But rules out fatigue as a contributing factor; he says he was in Japan, just one hour ahead of Perth, eight days before the incident and spent a relaxing weekend at home in the lead-up).

“It was a bright, sunny, dry day. I was feeling good – 16km done, four to go,” he says.

“I saw a cyclist ahead divert off the cycleway and on to a pedestrian path and just wondered why she would do that. Surely, it would upset the walkers.”

But he didn’t seriously question the other rider’s motive, didn’t consider that she may have been forced on to the other track by an obstacle.

Seeking a saferpath through lessons learnt

Then, once he had hit the tree, he refused help and continued his journey to work, arriving at the bike parking area as the shock started to catch up with him. While sitting down leaning against a wall, he finally stopped to take stock.

Only then, at the urging of colleagues and first-aiders in the building, did he consider going to hospital. His partner Kay was called to come collect him.

“As the crash victim, my decision-making wasn’t logical,” Richard says. “In future, as a trained first-aider, I will strongly advise any fallen cyclist in similar circumstances to go straight to hospital.

“Neither my partner Kay nor I knew that Royal Perth Hospital was where the state’s spinal unit is located so we wasted time and added risk going to Fremantle.

“Given this damage, I should have been straight into a neck brace at the crash site and in an ambulance to Royal Perth.”

On the plus side, Richard is diligent about changing his bike helmet every three to four years, or if it is damaged.

The helmet he was wearing at the time of his accident was only nine months old and approved to Australian standards. It bore the brunt of the impact, absorbing much of the energy. Although now ruined, the helmet saved him from more serious damage.

Reflecting on his accident, its causes and repercussions, has been a personal and professional compulsion for Richard.

He has considered contributing factors – the momentary distraction of the other cyclist deviating from the usual path, the speed at which he was travelling (30 to 35 kmh) and the few seconds he had to react when he saw the fallen tree.

There may even have been an element of complacency involved because this was a ride he had made many times on a path he knew well.

As he counts down the weeks he will have to spend in his brace, he appreciates more firmly than ever before that safety is something none of us can take for granted – wherever and whatever we are doing we need to be mindful.

Road to recovery: Richard Pocock is easing his way back to peak health, after being injured in a cycling accident on the way to work.

18 trunkline | Q1 2012

Shedding light on

Less than a year after its construction began, The Youth Shed has opened its doors to the people of Karratha.

It is, quite literally, the centre of attention for the town’s young population.

The facility offers an indoor play centre, a skate park, dedicated youth space and a performing arts centre. There is also a cafe in which parents can unwind.

Funded by Woodside, the State Government’s Royalties for Regions Pilbara Cities Program and LandCorp, The Youth Shed aims to address a shortage of local youth amenities in the area and provide a base for youth sector program development.

Its official opening in late February drew quite a crowd - and the building continues to be a strong drawcard.

The verdict? It’s lots of fun and very well equipped.

The dedicated youth space alone offers an audio-visual set-up, computers, a climbing wall, a pool table and table tennis.

The Youth Shed is now open seven days a week, excluding public holidays, from 9am to 5pm. These timings will be reviewed mid-year.

youth needs

19

Sunny outlookThe new Youth Shed draws on a powerful Pilbara resource – the sun. It is the first public facility in Karratha to have solar panels installed.

The 10 kW system, which uses Q cells, will generate power to run the building’s air-conditioning system.

Typically, such a system will produce about 1.404 kW hours per day per module. With 42 modules, this equates to 58.968 kW hours a day and about 21,523.32 kW hours a year.

At this rate, the Youth Shed is expected to save about $5000 a year on a $43,000 bill.

Drawing a crowd: The new Youth Shed is attracting the attention of many local families, including that of Jeroen Buren, vice president of the Karratha Gas Plant (pictured right). Jeroen spoke at the venue’s official opening.

20 trunkline | Q1 2012

It Imay have looked a little like fun and games but it was very serious business.

Members of Woodside’s subsea and pipelines (SS&PL) team joined with their colleagues at FMC Technologies’ Henderson base for a special safety event.

Titled Stand Down For Safety, it involved about 100 people giving up a few hours of one working day to consider how dangerous poor safety standards can be and how important good health is.

The event was structured with multiple interactive demonstration stations.

Take, for example, the station that focused on working with injuries.

Playing it safeParticipants tried dressing with only one hand and driving, via a game console, with one eye covered – tasks that they found challenging.

Another station looked at the risks associated with working at heights, both for the person up high and the people below them. A spanner dropped on to a watermelon helped give this message the necessary clout.

But there was also plenty of advice at hand – both for workplace situations and more everyday dilemmas.

One station dealt with the changing of a car tyre, taking what may seem like a simple task and ensuring ergonomic and other line of fire considerations were taken into account.

Then the final station served as a pit stop, or health check, reinforcing the

view that a healthy body is important for a healthy worklife.

SS&PL’s Stuart Sisley, one of the event’s facilitators, says the activities were designed to be interactive and engaging.

“I like to think that they were effective too,” he says.

“We really just wanted to deliver clear messages and experiences, driving home lessons that could be applied to our everyday lives.

“We wanted to make it real and tangible.”

Stuart says it was a good event in its own right and an excellent warm-up for the industry’s annual Stand Together For Safety initiative.

21

Get setThe fourth annual Stand Together For Safety initiative will be held in May.

It’s a time for the Australian oil and gas industry to collectively stop and reflect on how everyone can work together to reinforce the industry’s safety goals.

At some time during the month, taking into account safety, operational concerns and other considerations, people from within the many companies that have signed up to take part will hold designated sessions that promote the fact that safety is everyone’s responsibility.

Woodside will be among them.

Taking care: Woodside and colleagues at FMC Technologies take some time out to consider the importance of health and safety by getting involved in a series of hands-on activities and demonstrations.

22 trunkline | Q1 2012

The results are in for the Karratha Education Initiative (KEI) - and the scheme has scored exceptionally well.

Launched in October 2007, the KEI was set up to support the educational needs of the region’s secondary students.

Five years later, it can claim a 100% graduation rate from the two schools involved - St Luke’s College and Karratha Senior High School (KSHS).

Their Australian Tertiary Admittance Ranking (ATAR) performances were also impressive.

St Luke’s scored in the top 30% of schools in the State and had two students receive a Certificate of Excellence for achieving at least 10 A-grades in years 11 and 12.

KEI scores well

At KSHS, three students earned such certificates.

The schools had a combined 16 students score more than 80 in the ATAR and all 58 students who attempted the ATAR received scores suitable for entrance to university.

In fact, since the scheme began, figures show that the number of students graduating, the number of students attempting the ATAR and their ATAR scores have risen steadily on the combined schools’ scale.

KEI coordinator Julie Pope says it is the result of a big collaborative effort.

The KEI is a partnership between the two schools, the Woodside-operated North West Shelf Project, the WA Department of Education and the Catholic Education Office.

It offers everything from ATAR revision courses in Perth and Karratha to access to specialist subjects through the School of Isolation and Distance Education, from Leeuwin Sailing Adventures to the Solar Car Challenge.

Julie says the programs are designed to help the students achieve their academic and personal development goals.

St Luke’s principal Tom Kavanagh and his KSHS counterpart Greg Kelly says the KEI certainly does open the range of learning opportunities open to Karratha’s secondary students.

“All students who take part in these activities feel as though they have been able to participate in something that has added value to what it is they have learned at school,” says Greg.

Top marks: St Luke’s principal Tom Kavanagh (top), pictured with high achiever Georgia Hay, and his Karratha Senior High counterpart Greg Kelly (top right), surrounded by some of his school’s stars, are supporters of the Karratha Education Initiative. So is Jaquelyn McCaskie (bottom right) who has deferred her university studies for a year to work as an information technology assistant at St Lukes.

23

“The level of support provided to the school through the KEI is extremely generous and there are times when it is difficult to measure the excitement and stimulation that is generated from students being involved.”

Julie says the schools and their teaching staff are important to the success of the scheme.

That’s why the KEI extends to supporting the staff of both schools by offering professional development courses and workshops, tailored to the needs of remote area staff. Many of these initiatives have also been extended to local primary schools and are run in conjunction with sister schools in Perth.

“The main aim of the KEI is to help schools improve the standard of education in the Karratha catchment,” Julie says.

“This would not be possible without the cooperation and support of the dedicated local educators, support staff, parents and, of course, the students.”

She says the KEI would not be the success it is unless everyone was working together to make the most of it.

24 trunkline | Q1 2012

About 230 people got involved in Woodside’s first level 3 emergency response exercise for the year, Exercise Water Wing.

More than half were Woodsiders; the rest were key stakeholders, including representatives of government departments.

It was a chance to see how well we all worked together; an ideal opportunity to put our collective efforts to the test.

All the action was focused off the coast of Exmouth as a multi-faceted, real-time scenario was played out.

It began at 8am with the simulated ocean ditching of a helicopter, carrying 10 people, on its way to the floating production storage and offloading (FPSO) vessel Ngujima-Yin, which services our Vincent field.

ExerciseThe Woodside contribution was holistic, covering everything from the high-level decision-making, which in this case was handled by executive vice president Australia business Lucio Della Martina, to the frontline support provided by those on board the vessel.

Woodside supported the deployment of marine and aviation resources in the search and rescue and worked with contractors and authorities to manage welfare and the media.

“Throughout it all, our priorities remained clear,” Tania says. “We follow the PEARL principle – it’s people, the environment, the asset, our reputation and our livelihood, in that order. It is encouraging to see how well embedded this is becoming.”

The exercise, unfolded to reveal that passengers on board the fallen chopper were on their way to the FPSO to repair a leak in its hull. This leak worsened as the day progressed.Adding to the drama, a worker on board the Ngujima-Yin with an unrelated injury needed medivac treatment.

Tania says the aim is to test the team’s reactions within the boundaries of feasibility.

A focus this time round was on effective handover. The teams involved, from human resources to strategic planning, were required to complete a mid-afternoon change of staff. It was a chance to see that key information was passed on and no momentum was lost in the response.

“It is critical training,” Tania says.

Vice president of security and emergency management Bill Forbes echoed those sentiments.

“As we mature our thinking and behaviour in crisis management, exercises identify new areas for improvement and reinforce the benefit of changes implemented,” he says.

“This exercise was no exception and my team looks forward to working with all involved to implement the exercise learnings and outcomes in order to optimise our performance and capability.”

routine put to test As crisis management coordinator Tania Lawrence explains, although everyone is aware that this is an exercise, there can be no underestimating the effort and interest that goes into their response. People approach the situation as if it were real.

“And this is essential,” she says. “We have to test ourselves, our reactions and our processes under pressure. The more we practise, the better we become at it.”

Logistically, it’s challenging.

In this case the Australian Maritime Safety Authority, WA Police and Fremantle Water Police all had a part to play. Contractor CHC Helicopters also got involved, winching “survivors” to safety. Learmonth Airport and Exmouth Hospital dealt with the “casualties” as they came in.

25

Kristine Leo received a phone call the week after her 40th birthday that changed her working life.

Bill Forbes, Woodside’s vice president of security and emergency management, asked whether she would be interested in joining his team.

It was a big decision – Kris had been working for the police force since joining as a cadet in the Northern Territory at age 16.

She was, at the time, a superintendent with 23 years’ experience in two policing jurisdictions, serving as the Commander for the Specialist Enforcement Operations Portfolio in Perth.

“I really loved my work,” she says.

“I had many opportunities to develop broad ranging capabilities. I was involved in everything from counter terrorism and state protection to managing major intelligence and drugs operations”.

As one of the most senior ranking female officers in Australia, Kristine was also well positioned to continue a successful policing career but she felt the time was right for a change. “It was good to leave on a high. I walked away without any regrets”

Out of the blueEntering the private sector in a security role provided a natural extension of her policing skills but there were moments, particularly early on, when she wondered whether she had done the right thing.

“The petroleum industry is just a whole new ball game for me,” Kris says. “Listening to operators and engineers explaining what they do is often jaw dropping. It’s an amazing industry.

“But it has synergies that provide a different perspective to what I was doing in my previous career. Before I knew it, I started to feel a real part of it; to be comfortable with the role that I was playing in the big picture, where there are lots of people of varied but complementary abilities working together.”

And, in her role as a security adviser, Kris is certainly getting a good view of that big picture.

She was recently in Korea looking over the North Rankin B topsides in preparation for their journey to the North West Shelf, literally crawling over the structure as part of a threat assessment, as well as with interfacing with government and regulatory bodies.

She’s been to Timor in support of the Sunrise LNG Development and is also involved in activities associated with the proposed Browse LNG Development. And she has a regular presence in the Pilbara, coordinating protective security arrangements for the Karratha Gas Plant, Pluto Gas Plant, supply bases and the heliport.

Kris is also one of the company’s crisis management team duty managers, is involved to day-to-day security and emergency management activities and in longer term strategic planning for the function.

“A year on from joining Woodside, I can honestly say that I learnt an immense amount about the business,” she says.

And she’s enjoying being a part of it.

Then again, Kris, who was born in Melbourne and later moved to Darwin, where she experienced Cyclone Tracy as a four -year-old, says she has always enjoyed her work.

That said, it seems unlikely her children will follow in her footsteps. Neither is showing much interest in law enforcement or security.

“In fact, my oldest intends to join the circus as a performer in Cirque Du Solei!,” she smiles.

Fresh outlook: Security adviser Kristine Leo is enjoying her new role.

26 trunkline | Q1 2012

A new year, a new role, a new house, a new beginning . . . it’s all good news for Eve Howell.

The woman officially recognised as a legend of the Australian oil and gas industry retired on the last day of 2011 after an impressive 44-year career.

Whether taking in the view while on field trips to Scottish mountaintops or overseeing Australia’s largest oil and gas resource development, Eve has enjoyed many highlights in a working life that has surpassed her expectations.

“To be honest, I didn’t know where geology would take me when I first decided to study it,” she says. “I just found it a fascinating subject.

“But I have been so privileged. I’ve had so many wonderful opportunities and have met so many wonderful people. ”

In 2010, Eve became the first woman to win the Australian Petroleum Production and Exploration Association’s Reg Sprigg medal for outstanding service in promoting the industry’s objectives.

She was then Woodside’s executive vice president of the North West Shelf; a role she describes as “the best job in Australia”.

And that’s quite a compliment, given the wide range of her experience in the country she has now called home for more than 30 years.

Born in Sudan and educated in England, Eve began her career in the UK with the Institute of Geological Sciences.

She finished university on the Friday and went straight to work the following Monday, defying critics who suggested she would never get a job as a geologist. It was June 1967 and she remembers the day clearly.

Celebrating

Eve flourished, loving the mix of office and field work, revelling in the learning that comes through hands-on experience.

“There was plenty of field work in the summer and a lot of writing up your findings in the winter,” she says.

“It was great. A chopper might drop you off on a mountain top, where the views were amazing, and you would feel, quite literally, on top of the world.”

Oil and gas discoveries in the North Sea turned her attention to the petroleum industry.

Eve was one of two people chosen to monitor data coming in from the region. She was fascinated.

“It opened my eyes to some really interesting and new geology,” she says. “I enjoyed interpreting the information coming in but I wanted to get involved. I wanted to be at the pointy end.”

In 1973, she joined Amoco UK’s office, becoming the first professional woman to join the team. It was the second industry role she had applied for.

“It was amazing. I got the chance to recommend wells,” she says.

“In three and half years, I recommended eight wells and five were successful. I thought this was easy.”

In fact, one of the wells struck hydrocarbons within a foot of her prediction her boss decided to take her to lunch to celebrate.

She was sitting there eating oysters for the first time and thinking that she was fortunate to have such an exciting and rewarding job.

In the late ‘70s, Eve became a mother.

While raising her two girls, she decided to do some consultancy work from

home - an unusual occurrence at the time but a very effective one.

At the time, there was a shortage of people experienced in seismic interpretation for the oil and gas industry and this was a job Eve could do away from the office, fitting the work around the needs of her daughters.

One day, she was asked whether she would like to go to Australia. Imagining Akubra hats and an exciting adventure, she broached the subject with her husband.

Given that Perth was their destination, he was all for it, having heard the sailing there was great.

They arrived for a three-month stint that extended into six months then 12 and then indefinitely. Eve is now a naturalised Australian.

“We arrived in September to glorious spring weather and I thought this is a great place to be and a good place to bring up the kids,” Eve says.

It was also an ideal place to grow her career.

Hydrocarbons were being found offshore and the industry was moving to make the most of that.

The North West Shelf Project was under construction and the Dampier to Perth pipeline was yet to be built.

Eve got involved in a lot of regional studies that took her as far as Brunei, Indonesia and Singapore, gaining her first exposure to Asia.

She was also involved in Western Australia’s first offshore oil development, the Harriet field which was brought on in 1986 and is still producing today. The jacket for the platform, which is far smaller than the North Rankin A’s massive substructure, was built in Geraldton.

new year’s Eve

27

It was an exciting time but also an economically volatile one.

After a few years of consultancy, Eve joined Occidental Petroleum. Four months later, the company pulled out of Australia. Alan Bond took over its WA portfolio before selling it on to Hadson Energy, which was later acquired by Apache.

The core team, which was relatively small, joked that they were being bought and sold as part of the assets but they were enjoying the experience of being part of the burgeoning WA industry, growing the oil business.

It was also during this time that Eve got her first taste of management.

“I admit I was a bit reluctant at first,” she says. “I didn’t know if it was for me but I really enjoyed it. I was learning the whole business, learning about things like marketing and strategy.

“I love learning and there I was learning something new every day. What a privilege.”

Eve eventually became the managing director of Apache, which involved hard work and long hours but plenty of satisfaction.

“I was well aware that the position brought privileges, not the least

of which was the opportunity to contribute to the industry in a way I would never have dared dream of in my youth, and I was incredibly grateful,” she says.

In 2006, she retired – but not for long.

Five months later, after a tap on the shoulder from Don Voelte, she decided to join Woodside to head its North West Shelf operations.

It was a dream role; an opportunity too good to refuse.

“And I absolutely loved it,” she says. “World-class assets, huge production, joint venturers that included the industry’s majors, a great team . . . what more could you want.

“It had some big projects in execution and was building up to others.”

Eve was at the helm as Phase V development of the Karratha Gas Plant, which involved construction of the world’s first modular large-scale LNG facility, was under way.

She also oversaw the Angel project, hailed as the most complex and highest production not-normally-manned platform in operation at the time of its start-up, as well as the successful Perseus Over Goodwyn development.

And she was there when the final investment decisions were made on redevelopments for the North Rankin and North West Shelf oil.

For the final 18 months of her Woodside tenure, Eve was the executive vice president of health, safety and security; a role she considered a satisfying way to wrap up her career.

“It gave me a chance to interact with the whole company and to have input into issues that affect everyone and are fundamental to the way we do business,” she says.

So what’s next for Eve? Well, she won’t exactly be putting her feet up.

She will maintain her involvement with Roebourne’s Ngarluma Yindjibarndi Foundation and the WA Ballet. She has also accepted a board position for the engineering services company Downer and has started up a gold mining company in Africa.

“I have a fair bit to do,” Eve says. “So I won’t be bored.

“Plus the time is right for me to retire.

“I had a great career and made a lot of friends because of it. I feel so privileged.”

28 trunkline | Q1 2012

Woodside’s Katrina Bukauskas has been named the WA Chamber of Minerals and Energy’s Outstanding Young Professional Woman for 2012.

The environmental engineer says she was surprised when her name was called at CMEWA’s annual Women in Resources award event, held on International Women’s Day.

In fact, she was surprised when Steve Hart, who was her supervisor during his stint with the Browse downstream engineering team, nominated her.

But, as Steve wrote in the nomination form, Katrina has made quite an impact since joining Woodside’s graduate program, a move made after putting herself through university, where she graduated with first class honours.

Enthusiasm, optimism and curiosity were cited as her key strengths.

“These characteristics are demonstrated through her innate

Katrina’s

effort rewardedresourceful

desire to understand how things work, continuingly asking questions and challenging processes, along with her positive outlook and dedication to achieving excellent results,” he wrote.

“Combining her career direction with personal drive and commitment to a healthy work-life balance, she demonstrates promise in her altruistic motives, strong influencing skills and established values.

“Katrina has the potential and a full set of capabilities to make a real difference in this world, to contribute in a measured and valuable way to the resources industry, the environment and community development.”

There is no doubt that she’s a hard worker who makes the most of her opportunities but she also contributes much outside of the office.

As a member of Engineers Without Borders (EWB) since 2006, Katrina recently coordinated a group of 20 volunteers to deliver a technical

engineering report for a floating sanitation barge in Cambodia, providing for improved sanitation and cleaner waterways.

She was also selected to be part of the 2011 EWB Development Education and Leadership Experience last year, travelling to India to gain what she says was an eye-opening and insightful appreciation of the role engineers play in community development.

And Katrina’s drive to foster knowledge sharing led to the formation of the Woodside Young Environmental Professionals Group, which encourages cross-discipline ties.

Steve says she is a smart, well rounded, thoughtful and effective ambassador for the resources sector, who gets satisfaction from being able to influence positive environmental outcomes for large operational activities.

“Those positive outcomes come from being able to challenge engrained business practices and promote sustainable growth to benefit both business and individuals,” he says.

In her acceptance speech, Katrina described the resources sector as one of vast opportunities.

“The skills and experiences that I have attained through my work as an environmental engineer in the resources sector have been second to none.

“They have also provided me with the opportunity to contribute to worthwhile causes, in my own community and those of developing communities. A contribution that I hope will continue.”

She thanked everyone who had supported her development including “all of the pioneering women who have blazed a trail for young women like me, to stand here, educated, full of passion and convinced that I can make a difference.”

Earning recognition: Katrina Bukauskas cites enthusiasm, optimism and curiosity as key strengths.

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The Women of Woodside (WoW) have a bold new identity.

It’s a match for the group’s bold aims for 2012.

WoW is out to build upon its previous efforts to promote diversity in the workplace and ensure this year’s calendar of activities is full of inspiring and informative events.

Perth committee member Leisa Harvey says it’s about taking WoW from strength to strength.

“The committee provides a great opportunity to meet and celebrate a diverse group of employees who want to maximise their full potential in a supportive environment,” she says.

“And this extends to all 500 of WoW’s Perth members.

“We want to ensure the good work done in the past to build up this network is harnessed to take us further forward.”

The committee has 16 members. Ten of these are newcomers.

WoW, we’re going places And there is one man in the mix – engineer Shannon O’Rourke from our Technology team.

Together, they have mapped out key areas of focus for the year ahead. These are: • Health – mental and physical heath,

and work life balance• Diversity – learning from and

working with women from various backgrounds and cultures

• Inspiration – inspiring each other in and out of the workplace

• Development – career progression and self-development

The topics will be tackled in a series of networking opportunities, including

sundowners, brownbag learn at lunch sessions, dinners and breakfasts.

A recent event, held to mark International Women’s Day, included interactive games and a talk by Vice President Environment Jill Hoffman about achieving balance in the workplace.

“And there’s a lot more to come. We have a very exciting year ahead,” says Leisa.

WoW membership is free. Sign up via the intranet or contact a committee member for more information.

In our next edition, we will meet WoW’s Karratha committee.

Stepping up: The Women of Woodside’s Perth committee is ready for a busy year.

30 trunkline | Q1 2012

In 2010, Woodside signed on to become Surf Life Saving Australia’s national sun protection partner – our first national partnership.

Since then our association with the iconic Aussie organisation has really heated up.

Our partnership, formed in response to concerns about skin cancer, provides

surf sponsorshiphats, sunscreen and sun protection education materials for all 310 SLSA clubs throughout Australia. This takes in more than 155,000 volunteer members, including about 45,000 patrolling members.

In addition, Woodside has given every Surf Life Saving Club in Australia a 3 metre sun protection marquee, funded the new rescue chopper launched in

December 2011 and this year became the presenting partner for the Indian Ocean Classic in its inaugural year.

The Indian Ocean Classic was held in conjunction with the Kellogg’s Nutri Grain Ironman event. Members of the public were invited to conquer the famous coastline of Western Australia between Trigg Beach and Cottesloe as individuals or in teams of four following a 25km course. Several Woodsiders were among those who took part. Then in February, Woodside handed out sun protection gift packs to nine-year-old nippers, the up and coming generation of surf lifesavers. The bag of goodies reaffirmed both organisations’ sun safety messages while encouraging the children to continue their training. Nineteen Woodsiders gave up time one weekend to present the packs at clubs around Western Australia.

Woodside is a proud Australian company focused on supporting programs and initiatives that improve the Australian way of life.

Sun shines on

31

Going beyond the Fringes2012 marks the inaugural year of Woodside’s partnership with the quirky Fringe World Festival.

The festival brought vibrancy to Perth’s central business district over three and a half weeks and was an ideal complement to Woodside’s partnership with the Perth International Arts Festival (PIAF).

Fringe generated more than $1,070,000 in ticket sales and was viewed by over 180,000 people in more than 80 different venues throughout Perth.

One of those venues was Woodside Plaza.

Woodside hosted three Fringe performances in the courtyard outside its St Georges Terrace headquarters. The lunchtime sessions were on Fridays and many Woodsiders joined in the fun, helping artists out with magic tricks, competing in hula hoop competitions and more.

PIAF, which is the longest running annual international multi-arts festival in the southern hemisphere, was also a great success.

This year, we celebrated our fourth year as the festival’s Indigenous Program Partner. This partnership is one of many that is helping Woodside work towards our vision for reconciliation.

The partnership is a component of Woodside’s 2011-2015 Reconciliation Action Plan, which underpins our

commitments over the next five years to advance reconciliation internally and in the wider community.

Woodside’s involvement with these iconic summer festivals is closely matched with our aim to promote Perth and WA as a vibrant and healthy place to live, work and play.

32 trunkline | Q1 2012

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 trunkline@woodside.com.au.

Look carefully at this photo of the Fremantle Dockers 2012 squad.

Can you spot the Woodsider? He’s right there between 2010’s Doig medallist David Mundy and senior coach Ross Lyon.

Brian Fitzroy, a mechanical resource estimator for our Pluto site, won the right to be part of the team’s annual photo shoot in a competition run through the Dockers@Woodside.

And he relished the moment.

The self-described rugby league man – he played first grade in Perth for 10 years in the early 1980s – admits he’s slowly being converted to Aussie Rules.

“I’m not a member but I have managed to go to a few home games,” he says.

“My 18-year-old son Jacob is the big fan.

“He loves playing footy and is very good at it.

“He has been playing for the past six years and was the winning captain,

Fitzroy flies flag for Freo

playing for Karratha’s Clontarf team, of the inaugural Woodside Cup.

“He even spoke at the post-match presentation and received the trophy from our then CEO, Don Voelte.”

Brian has other claims to football fame. He’s been to two Brownlow Medal

counts in Melbourne and has met star Freo player Stephen Hill.

In fact, Hilly is his favourite player.

“I think my son plays like him,” says Brian.

Stay tuned readers... we may yet see another Fitzroy in a Freo guernsey.

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random discoveries

A group from the proposed Browse LNG Development will cycle 200km in a bid to raise more than $17,000 for cancer research in the Sunsuper Ride to Conquer Cancer.

Dave Harwood, Max Shwer, Debbie McPhee and Phil Barron are now in

Sarah Lumsden will next year embark on a 1600km bike ride through Thailand. It will take her past fish farms, rubber plantations and salt fields; get her up on chilly mornings and see her pushing her way through in the heavy heat of the day.

But most importantly it will bring her closer to the local children that she has been working so hard to help.

Sarah, an administration assistant at Woodside, provides volunteer support to Hands Across The Water.

The charity was formed by Peter Baines, a member of the response team called in after the 2005 Boxing Day tsumani. He saw the orphaned children, the broken and battered families and their devastated surrounds and wanted to help in a more meaningful way.

That’s how Hands was formed. It holds an annual cycling event to raise money and awareness.

“Mum heard Peter speak and was inspired. She ended up doing the 800km event one year,” Sarah says.

Full cycle for Browsetraining for the event which takes place in October.

They have already raised over $12,500, currently the highest total of any team in the event, but have a way to go to meet their goal.

They also have a way to go with their event preparation. Most of them have never ridden such a distance before.

But all have seen the impact of cancer on people close to them.

They are riding in memory of friends, relatives and colleagues who have battled the disease and they are calling themselves the Cyclists Conquering Cancer.

You’re invited to join them or simply make a donation. Just get in contact with one of the team members or log onto http://www.conquercancer.org.au and select Perth.

“It is not a race, and there is plenty of support both before and during the ride,” says Dave. “Give it a go.”

Funds raised go to cancer research being done at the Western Australian Institute for Medical Research.

WAIMR investigates genetic and environmental causes of a range of diseases, and is a high-level collaboration between the State’s medical researchers.

Going the distance“Through her involvement, I became interested. It is impossible not to be inspired to do more by these beautiful children who ask for so little but need so much.

“Hands prides itself on giving every cent raised to different approved projects. These are things like orphanages and a community sports

field. We are now working towards a community, education and health centre.”

Sarah encourages fellow Woodsiders to check out Hands website and gain an appreciation of its work.

And, if you see her out training for her big event, show your support.

34 trunkline | Q1 2012

random discoveries

When environment engineer Marcelo Neiva first arrived in Japan on assignment for the proposed Browse LNG Development, he stumbled upon the crowds cheering on participants in the annual Tokyo Marathon. That’s when he first toyed with the idea of competing himself.

Later that year, he was one of more than 300,000 people who applied to take part. This was whittled down to 33,000 in a lottery in which he won the right to take part.

And so started the preparation.

Out went alcohol, sugar and deep-fried foods. In came more protein, fewer carbohydrates and absolutely no fat. He embarked on a progressive build-up of fitness, endurance and strength.

“The greatest challenges in the lead-up were the cold, the sore legs and waking up in the early morning to run.

Naming rightsIn Trunkline’s Q3 edition last year, we featured Kate Oxford’s beautiful baby Madeleine.

Unfortunately, she was incorrectly referred to as Caitlin.

Sorry Madeleine and happy first birthday.

Red Dog’s travelsIt seems Red Dog, the Pilbara kelpie famous for his wandering ways, really does get around.

Planning team leader Nicola Gillespie spotted him in France last year. Well, not him actually – the book based on his incredible life, which has since become a lauded film.

Nicola was house-sitting in rural Brittany, France, when she made the discovery.

“There was a library of books, mostly in French, but among the selection was a little red book called Red Dog.

“I picked it up and could not put it down. It made me laugh and cry.

“Even though I was in France, trying my best to do all things French, it was lovely to be reading a story about a fantastic Australian Dog.”

Woodside provided sponsorship and support for the making of the Red Dog movie.

When in Tokyo...

I got snow at least three times,” he says.

“But I had a lot of support from the Woodside resident team, always asking about my training and encouraging me, which was very important to keep the training up.”

So how did he go? Well, it was gruelling but ultimately very satisfying.

“Your mind keeps giving you a lot of reasons to give up and go home and you start to ask yourself why you are doing this. Then you hear the people cheering you on, calling out ‘ganbatte’, which means be brave or good luck or don’t give up. That helps.”

Crossing the finish line and receiving his finisher’s medal made it all worthwhile – and instilled in Marcelo as one of life’s great lessons.

“The only person that can say that you can’t do something is you,” he says.

35

final frame

The Dusk:Dawn event that opened the 60th Perth

International Arts Festival at Cottesloe Beach in early

February drew a cast of thousands. It started with a

traditional Welcome to Country featuring Noongar song

and dance. Woodside was the festival’s Indigenous

program partner.

36 trunkline | Q1 2012

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