Trunkline THE MAGAZINE FOR WOODSIDE PEOPLE | Q3 2021
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Trunkline THE MAGAZINE FOR WOODSIDE PEOPLE | Q3 2021
Contents
Lift off 4 Safety first in Senegal 10 When printing is the future 14-15
Bringing our best together 5 Drilling campaign underway 11 A day in the life of a ...
Meg’s mission to make a difference 6-7 Opening doors 12 production maintenance engineer 16-17
Time to transform 8-9 Factory first 13 Turning Back the Pages 18-25
Trunkline
THE MAGAZINE FOR WOODSIDE PEOPLE | Q3 2021
Editor
Mark Irving
e: mark.irving@woodside.com.au
Photography
James Campbell
Matt Jelonek
Administrator
Melissa Wright
Design
287 Design
Printing
On the cover Quality Press
In August, Meg O’Neill was appointed Chief Executive Trunkline is published four times a year by
Officer and Managing Director – only the sixth in Woodside Energy Ltd. Back issues of Trunkline are
Woodside’s 67-year-history. available for viewing on the Woodside intranet.
2
Understanding underwater heritage 26 Peak of her profession 30 Life support 36
Challenging norm pays dividends 27 Side by side on stage 31 Leading from the front 37
Fire power 28 Having a whale of a time 32-33 Random Discoveries 38
Teamwork delivers quick response 29 Caring for Country/Art for all 34-35 Final Frame 39
Woodside experienced a historic moment in Q2 with the to maintain this focus and set up the company for long-term
unveiling of a proposed merger and the appointment of a new success.
Chief Executive Officer and Managing Director the very same
day. All of which demonstrates that nothing stays still in a world
where the only certainty is that change is just around the
A merger with BHP’s petroleum business would propel corner.
Woodside into the global top 10 of independent energy
companies. It offers exciting possibilities for Woodside’s And change is also coming with the way the Woodside family
ambitions and plans, its investors and stakeholders, and of receive news about the company’s achievements and progress.
course its employees and contractors.
This will be the last edition of Trunkline, with future real-time
But there is much hard work needed to realise these news updates to be shared on our website, intranet and social
possibilities. And our focus must remain on the company’s media feeds.
key priorities to maintain safe and cost-effective operations,
deliver its growth projects and pursue new energy Inside we chart the way the magazine, just like the company,
opportunities for a lower carbon future. has grown and evolved over the years.
This edition of Trunkline explains how the new Woodside It’s been an exciting journey for Trunkline, and there’s plenty
Transform strategy is being rolled out throughout the business more excitement in store for Woodside around the corner.
Some photographs in this edition were taken before physical distancing measures were introduced to manage the risk of exposure to COVID-19.
Notes on Petroleum Resource Estimates: All petroleum resource estimates in this publication are to be read in conjunction with the Reserves Statement
in Woodside’s most recent annual report, as updated by subsequent ASX announcements available at http://www.woodside.com.au/Investors-Media/
Announcements. This publication may contain forward-looking statements that are subject to risk factors associated with oil and gas businesses.
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.
3
Lift off
Installation of the Pluto-Karratha Gas Plant Interconnector’s massive piperack module
has changed the skyline of the project and opened up multiple work fronts on site.
The Pluto-Karratha Gas Plant (KGP) “The lift was completed safely, on will link Pluto LNG and KGP with the
Interconnector Project achieved a key schedule and within budget,” says construction of a 3.2-km long 30-inch
milestone in Q3 with the successful Interconnector Site Manager Martin pipeline. Transporting gas through the
installation of its critical piperack Richards. Interconnector will utilise future excess
module. capacity at KGP and has many strategic
“It is a significant milestone in what is a value elements.
Extensive and detailed planning, and very important project for Woodside.
significant effort combined with co- The piperack module is a key process
ordination from a cross-functional “Indeed, it’s thanks to the efforts and unit within the Interconnector Project.
Woodside team and contractors, collaboration of many contractors with
largely WA based, ensured a seamless Woodside’s cross-functional team of It includes a hot water/gas heat
exercise for the final lift. project and asset personnel that the exchanger to prevent liquid drop out
fabrication, delivery and lift went so in the downstream pipeline, pressure
Worley completed the module design smoothly. control and relief valves, and multiple
in its Perth offices. ancillary items.
“It’s been an exceptional effort from
The module was fabricated at Civmec the entire team – from Engineering “The scale and complexity of the unit
in Henderson, south of Perth, and through to Contracts and Procurement, demonstrates the extensive fabrication
transported by C.H. Robinson by vessel fabrication, Logistics and construction, capability that exists within Western
to Dampier in the Pilbara. and also our haulage and marine Australia,” Project Manager Michael
contractors.” Gibson points out.
The final complex and critical lift
of the 164-tonne module over live Martin adds: “Installation of the module “It is rewarding to be able to award
process equipment was carried out by is a key milestone – it has changed the key contracts to WA-based companies
a 600-tonne crawler crane which was skyline on site and has also opened up and create local employment
assembled on site, by UGL Altrad Joint multiple additional work fronts for the opportunities.”
Venture (UAJV) for the installation and site team.”
Monadelphous for the craneage and Start-up of the Pluto-KGP
module transporters. The Pluto-KGP Interconnector project Interconnector is targeted in 2022.
The Interconnector Project’s piperack module was transported by vessel from Henderson, south of Perth, to the Pilbara and then by road to site.
4 T R U N K L I N E | Q 3 2 02 1
The proposed merger with BHP’s petroleum business would support Woodside’s evolution
through the energy transition.
Bringing our
best together
The proposed merger between the cash flow and resilience to fund make sure we are bringing the very
Woodside and BHP’s petroleum our evolution through the transition, best of each company into the new
business has been described investing in the right new energy organisation,” Daniel says.
as “company changing” and opportunities in support of our aspiration
“transformational” by our Chief to be net zero by 2050,” Meg notes. Meg emphasises that while the
Executive Officer and Managing proposed merger is being worked
Director Meg O’Neill and Chairman of “I’ve often talked about the importance through, it is vital to concentrate on
the Board Richard Goyder. of being low cost and low carbon and core business and our imperatives:
the merger sets us up extraordinarily maintaining safe and reliable
That’s because it represents a well to compete on both fronts.” operations; achieving targeted final
unique opportunity for Woodside investment for Scarborough and Pluto
to significantly increase production, Before the proposed merger is Train 2; delivering Sangomar Phase 1
diversify its portfolio and fund finalised there are a number of steps Development; and pursuing new energy
multiple growth opportunities, to be taken, including agreeing opportunities for a lower carbon future.
creating a strong foundation for the final transaction documents,
company’s long-term success. obtaining regulatory approvals and a At the same time, work on the new
shareholders’ vote next year. Woodside Transform program (see
On completion of the proposed merger, pages 8-9) is gearing up to ensure a
Woodside will become a top 10 global A joint integration team has been simpler, smarter and stronger Woodside
LNG producer. established across the two companies that will thrive into the future.
to prepare for the merger, and ensure
“It will double our production, the proposed merged company is Naturally, change can bring uncertainty
double our cash flow and put us in a ready for business from Day 1. as to what the future holds.
significantly better position to compete
on the global stage,” Meg explains. Senior Vice President Corporate and “I do recognise that there is
Legal Daniel Kalms is leading this apprehension and uncertainty about
As the Chairman noted on 17 August: integration work for Woodside. the change ahead and that will remain
“We will be the largest energy over the next few months as we
company listed on the Australian Stock Daniel says a key focus for the work through the details of what the
Exchange with a market capitalisation integration team will be understanding proposed new organisation is going to
of approximately $41 billion.” how the world-class capabilities in both look like,” Meg acknowledges.
companies can be brought together to
Importantly, the proposed merger also create a new entity that is greater than “I encourage you to stay keenly
supports Woodside’s role in the energy the sum of its parts. focused on what we need to do to stay
transition. strong on what we do well today – the
“A measure of our success will be our four key business priorities – and to
“The enlarged portfolio would deliver ability to learn from each other and stay focused on delivering them.”
5
Meg’s mission
to make a difference
Meg O’Neill is gearing up for a Then there’s cheering on the Fremantle Woodside Chairman Richard Goyder
marathon. Dockers and West Coast Fever, along said Meg’s impeccable credentials
with visits to the theatre and concerts and proven leadership capabilities,
But not a 42 km road race. Meg is and taking in ocean views on walks. exemplified in recent months, “set her
preparing to pace herself for the apart as the Board’s top candidate for
challenging and exciting journey ahead “Perth’s lifestyle is hard to top,” she the position”.
as Woodside’s new Chief Executive enthuses.
Officer and Managing Director, The Chairman added: “Meg is an
acknowledging the need to be in good “As a city I think Perth is a perfect size outstanding executive with 27 years’
physical and mental shape. – big enough for high-quality sports experience working in the global
and arts and theatre, but traffic is not oil and gas industry, with a proven
“The workload is pretty variable so too bad. track record of delivery across the oil
there’s no hard and fast rules,” she and gas value chain, making her the
replies when asked about the time she “And living right on the coast is ideal person to lead Woodside as we
needs to invest in her new role, and the fantastic. It’s a garden spot in the oil significantly expand the business in a
importance of work-life balance. and gas world.” cost-efficient and sustainable way.”
“You have to be adaptable, but you Meg was chatting with Trunkline only Meg grew up in Boulder, Colorado, with
have to recognise that this role is a days after being confirmed in August two brothers.
marathon not a sprint, so you have to as Woodside’s CEO and Managing
make sure you take care of yourself, eat Director – only the sixth in our Their father was an electrical engineer-
well, get adequate sleep and take some company’s 67-year history. cum-entrepreneur with 20-plus
exercise.” patents to his name, her mother a
But having served in the role in an communications professional.
She makes sure she does what she acting capacity since April, she already
says, listing walking, cycling, golf and has several months’ experience under She enjoyed an outdoors lifestyle
social netball games as ways she keeps her belt and a good feel for what’s and as with most Americans seeking
active in her free time. ahead. a university education, the impetus
6 T R U N K L I N E | Q 3 2 02 1
From left, opposite page, Meg O’Neill discusses the Pluto LNG truck loading facility with
Geoff Hobley of EDL; with Fremantle Dockers player David Mundy at the Dockers’ Doig Medal
presentation in 2018; in her free time, Meg enjoys outdoor activities; at Mia Yellagonga,
Woodside’s Perth headquarters.
was to leave home and experience “And I wanted to join a company where destination because of the journey
a new environment. Being raised in I could make a difference, both in the we’ve been on in the past.”
landlocked Colorado meant the ocean business decisions and also in the culture
held a romantic appeal. of the company. With a workforce of And the future she is pursuing for
72,000 you feel like you can only push Woodside is a low cost, lower carbon
Meg was accepted at the prestigious things so far. With Woodside’s size destination.
Massachusetts Institute of Technology we have strategic decisions to make
in Boston and graduated with two and also the opportunity to shape the Another of Meg’s hallmarks is her
degrees (in chemical engineering and culture of the team.” frequent reference to courage
ocean engineering) before taking a which she wants Woodsiders to
Master’s in ocean systems management. Her decision on her very first day as demonstrate.
acting chief executive officer to open
She then began what became a 23-year access for all employees to Level “Courage is important to me,” she
career with Exxon (now ExxonMobil) 29 in Woodside’s Mia Yellagonga explains.
after a recruiter persuaded her that headquarters was a small step but
her future lay in designing oil and gas it resonated inside and outside the “And if we at Woodside look back on
platforms rather than ships or luxury company. our past, there are times when we’ve
yachts. absolutely demonstrated that courage.
“Symbols matter,” she points out.
She started with Exxon in Houston, “Looking forward, we are going to be
Texas, but spent time in New Orleans, “My leadership is one where I really do taking some big decisions and those
Indonesia, Norway and Canada before value those opportunities to interact big decisions need people who are able
returning to Texas. with people across the company to proceed with courage.
because I recognise that to lead
In 2018, Meg made the decision to in today’s world you’ve got to be “It’s about everybody in the
move to Perth to join Woodside as approachable, and we’ve got to be able organisation backing themselves in.
Chief Operations Officer. Exxon had to connect as an organisation to enable
been a good employer and helped her effective decision making.” “I think we can have a little bit more
grow professionally and personally. courage and we’ll have a better
But hers is a path of evolution, not workplace.
Two key factors persuaded her it was revolution.
time for a change. “People would have more fun – and
“Everything I’m doing builds on what we’ll have better outcomes.”
“As I moved into Exxon’s more senior my predecessors have done,” she
management, I was feeling more continues. And better outcomes, even if the road
removed from where the business was is long and at times a little bumpy, is
done,” Meg recounts. “We can only reach our future what Meg O’Neill is aiming for.
7
Sean Salter, Ruth Lyall, Ashleigh Hahn, Niall Myles and Gordon Mathwin are some of the cross-discipline team in Woodside Transform that will
fundamentally challenge what we do and how we do it; opposite page, Ash Castle and Graham Buchanan (seated) are working on getting the Pluto
Remote Operations Centre ready for business by year’s end.
Time to transform
Woodside is embracing change by prepare for the proposed merger with problems, guiding the most effective
transforming the business to be BHP’s petroleum business.” solutions, and helping implement
leaner, more resilient and better able improvements.
to respond to the opportunities and Woodside Transform also has carriage
challenges of growth and the energy of other streams of work that will A key focus area is maintenance.
transition. modernise the company’s operations
and better enable its employees. “Significant time, money and
The Woodside Transform program resources are devoted to the ongoing
has been established to complete an One of these is the Accelerator – a mix maintenance of our assets,” explains
organisational review to help Woodside of Woodsiders and external subject Performance Excellence Manager
become simpler, smarter and stronger matter experts – which is developing Michael Richards.
with a more enabled, engaged, and innovative and technology-enabled
capable workforce. solutions to long-standing challenges. “Getting this right has the potential to
create significant value by ensuring
“Rather than incremental Using an agile methodology to that we always do the right task, at
improvements, we are looking at all quickly deliver value, the Accelerator the right time, for the right business
aspects of our business with a fresh set comprises a number of “squads” outcome.”
of eyes,” says Niall Myles, Senior Vice pursuing step-change improvements.
President Woodside Transform. Maintenance Planning is one of five
“The Accelerator is delivering squads transforming our approach to
“We have formed a high-calibre, cross- streamlined processes and tools, maintenance.
discipline team that will objectively enabled by technology and digital
assess end-to-end activity and improvements,” says Sean Salter, Vice The squad has developed a web-based
fundamentally challenge what we do President Remote Operations. tool called PRISM to efficiently plan
and how we do it. and manage a high volume of low-
“It is optimising how we conduct key complexity maintenance scopes.
“Initially, this work will surface pain activities while ensuring decision
points and causes, identifying must- makers have the right information to PRISM assesses and assigns work
have activities, those that can be help navigate an increasingly complex orders with an urgency score, fills
stopped and others that could be done operating environment.” available capacity with the most urgent
differently. and efficient work and surfaces live
Importantly, our frontline employees data to enable execution readiness.
“Not only will this guide how we set are playing key roles in the Accelerator PRISM is being trialled at Karratha Gas
Woodside up for future, it will help us by building understanding of Plant (KGP).
8 T R U N K L I N E | Q 3 2 02 1
New process pilot
“Frontline feedback is being used to
refine PRISM and add functionality,
supporting plans to introduce the tool Our permit to work system – the streamlined approvals, which we’re
to all operating assets,” says Michael. Integrated Safe System of Work piloting with the KGP DomGas team,”
(ISSoW) – is a key process for he reports.
Woodside Transform is also extending managing operational risk and a crucial
and enhancing the company’s remote barrier that protects our people, assets “The future system is risk-based and
operations capabilities (see below). and the environment. better considers the experience,
competency and skills of our
With change set to be a constant “While ISSoW is an effective control, employees.”
companion over the next couple we knew there were significant
of years, Niall recognises this can opportunities to improve its efficiency,” Maintenance Supervisor Tristan Levis
create uncertainty but also brings says Neil Lansdown who is leading the says the squad has a strong focus on
opportunities to make a difference. Permit to Work squad. engaging with the people who will use
the new process.
“This is both an exciting and “It’s a highly manual, administrative
challenging time,” he notes. process, with large amounts of effort “We tested the new workflow across
and rework regardless of the risk of the several assets and have now taken 277
“It will bring uncertainty and it will unlock task.” people through training ahead of the
potential. It will truly transform us. pilot, which is expected to run until
Neil’s squad was established to October,” says Tristan.
“We have proven time and again that transform our Permit to Work process,
Woodside is courageous and creative, while ensuring its strong points are “Feedback from the pilot will help us
with smart, solutions-focused people reinforced. identify if any further improvements
driving incredible results. are required before we implement the
“We’ve developed a new process improved process across the rest of
“We will prove it again.” that has simplified workflows and KGP and then other Woodside assets.”
Remote
ready
Woodside’s pioneering approach
to operations is continuing with
construction of the Pluto Remote
Operations Centre (PROC) at Mia
Yellagonga (MY).
Completion is expected in late 2021
and once operational, the PROC will be
staffed 24/7 year-round and will operate
Pluto’s onshore and offshore assets.
PROC Project Manager Dan Habib
says operators have guided the
project from the outset. and improved ways of working.” workforce productivity,” Shawn reports.
“We established a pilot facility in Operations Readiness will test and “We have a team of high-quality
2020 that demonstrated successful refine the facility in Q1 2022 during the operators in the Pluto control room
operation of Pluto from MY and transition to MY operations. who we hope will be part of PROC’s
our operators’ feedback has been exciting future.”
incorporated into the PROC design,” Pluto Operations Manager Shawn
Dan explains. Fernando believes the PROC will make an Learnings are being incorporated
important contribution to Pluto’s future. into ambitious plans for an integrated
“Operations Readiness has been remote operations centre at MY that
instrumental in shaping the PROC “We expect it will enable us to optimise will bring together the operations of
layout and selecting some digital production, simplify work processes, Scarborough, Pluto Train 2 and Pluto
technologies, while identifying new and improve decision quality and foundation assets.
9
Safety first in Senegal
Ensuring the right procedures, commission the necessary equipment country’s first deep offshore oil project,
processes, equipment and training and supplies. with first production targeted for 2023.
are in place for any emergency is a
necessity in the oil and gas industry. He also led incident management Woodside is the development’s
exercises for Woodside’s country staff operator and the majority participant
To this end, Hydrocarbon Spill Adviser in Dakar, the capital of Senegal, and in the joint venture.
Alan Crossland recently visited the training of the spill response team
Senegal to help establish an effective at HASSMAR, the Senegal authority “It was great to introduce the fledgling
hydrocarbon spill capability in support responsible for the country’s maritime Senegal oil industry to some of the
of the Sangomar Field Development security and protection of its marine latest spill technology and best-
and to coordinate training. environment to establish a local practice OSR procedures in place,”
response capability. Alan says.
Alan worked closely with Sangomar
Business Resilience Manager Chris This preparedness has been “There’s a real keenness and
Bourne, Contracting and Procurement established as the Sangomar drilling enthusiasm to learn, and we’re happy
and Logistics as well as external campaign commences – an exciting to be a part of this process.”
contractors to establish new in-country next step in Senegal’s first offshore oil
capability. development. DESMI, a leading manufacturer of
OSR equipment, has been selected
He led several activities to enhance oil Some 23 horizontal wells will be drilled to assist Woodside with equipment
spill response (OSR) awareness, and over the next three years as part of the maintenance and familiarisation
training of local organisations which
Hydrocarbon Spill Adviser Alan Crossland recently visited Senegal to establish new in-country might be involved in responding to a
capability in oil spill response. hydrocarbon spill.
“OSR equipment is now in-country,
fully commissioned and response-
ready at the Senegal Supply Base,”
Alan reports.
Our Senegal team is also building
relationships with HASSMAR and other
agencies.
Woodside asked local government
agencies and affiliated organisations to
nominate personnel for a three-day oil
spill equipment familiarisation program
and 35 people attended.
Logistics service providers and
other stakeholders were engaged to
confirm expectations around an OSR,
and Senegal Country Manager Andy
Demetriou and Chris Bourne were
on hand to engage with the Senegal
Government.
Alan describes the work down to date
as “a solid start”, but adds: “We need
to keep up the momentum to ensure
both Woodside and Senegal retain a
fit for purpose and response-ready
capability for the duration of the
company’s involvement with Senegal.”
To that end, he says contractor
Desmi will be sending Dakar-based
responders to France for further
training at a world-renowned OSR
agency to further bolster capability.
10 T R U N K L I N E | Q 3 2 02 1Left, crew members of the Ocean BlackRhino drilling rig (right) which began the first of a 23 well drilling campaign in July as part of the Sangomar
Phase One Development.
Drilling campaign
underway
Drilling of the first well in the Sangomar Woodside is the operator of the the drilling campaign and emphasise
Phase One Development has begun Rufisque Offshore, Sangomar Offshore the 500m Safety Zone,” says Senegal
and was well on the way to completion and Sangomar Deep Offshore (RSSD) Country Manager Andy Demetriou.
as Trunkline went to Press in late joint venture, which includes Société
September. des Pétroles du Sénégal (PETROSEN). “The communities demonstrated
strong interest in the information
The well marks an important Drilling of the first well began in mid- provided and appreciate the regular
milestone in Senegal’s first offshore oil July. It is planned to be approximately visits by Woodside.”
development and is the first in a three- 3,900m deep and is being conducted
year program. by Woodside and PETROSEN from Andy reports that the drilling has been
Diamond Offshore’s Ocean BlackRhino widely featured in local radio and print
Well Delivery Manager David Moon (OBR) drillship. media.
reports: “Drilling performance has been
good on the first well where the Drilling “We are pleased to announce the After the 23 wells have been
and Completion (D&C) team is proving launch of these operations, which completed, the development moves
the design concept for each section. brings the realisation of an oil industry to the next stage – hooking the wells
in Senegal an important step closer,” through subsea infrastructure to
“The focus is on getting each hole Meg O’Neill, Chief Executive Officer a floating production storage and
section right first time.” (CEO), said in July. offloading (FPSO) facility that has been
named after Leopold Sédar Senghor,
The oil reserves were discovered in a In June, a Woodside team visited Senegal's first president.
series of exploration wells in 2014. communities in the Fatick and Thies
regions of Senegal to inform residents The FPSO will have a production
The field is approximately 100 km south about the imminent commencement of capacity of approximately 100,000
of Dakar, Senegal’s capital. The water the drilling campaign. barrels per day.
depth is between 900m and 1.4 km, and
the wells will be drilled from seabed “The visit advised these communities First oil production from Sangomar,
through the different rock formations about the commencement of the drilling which the CEO has cited as one of
until they reach the reservoir rock campaign, provided them with a project Woodside’s four strategic priorities, is
around 2.5 km below sea level. update and documentation to support targeted for 2023.
11Opening doors
Pluto LNG’s first commercial truck billion litres of diesel are used annually Resilience has been a key attribute to
load was successfully delivered in Q3, in the Pilbara, mainly by large mining overcome the challenges to delivery,
opening the door to new markets in companies. he adds.
the north west of Western Australia for
Woodside’s products. Iron ore carriers operating out of “Now that the first truck load has been
Pilbara ports account for another 5 delivered, we can leverage on the success
Achieving success in these markets billion or so litres annually. and broaden our scope,” Lee says.
could make a sizeable contribution to
lowering the carbon footprint of local Yvette says Woodside aims to replace As an example, he points to the 10-
heavy industry and transport. these higher-emissions fuels with year contract signed in April between
cleaner gas. Woodside and Strandline Resources
It also heralds a new way to use Pluto to supply trucked LNG to Strandline’s
gas in the domestic market. “Not only would this create local jobs Coburn mineral sands project in WA.
and replace imports but it would
Another potentially important new reduce greenhouse gas emissions The LNG will be supplied via road train
market for LNG is dual-fuel supply (GHG) by 120,000 tonnes a year – the from Woodside’s Pluto LNG Truck
vessels which currently operate on equivalent to removing 25,000 cars Loading Facility to Coburn’s power
heavy fuel oil. from our roads,” Yvette says. generation facilities.
The first commercial truck was loaded On a lifecycle basis, LNG reduces Woodside and EDL have also executed
in early August, and Asset Manager GHG emissions by about 27 per cent, agreements with Abra Mining and
Yvette Manolas notes that being able and virtually eliminates emissions of Calidus Mining for the supply of
to load the truck a few days before the sulphur dioxide and fine particulate domestic LNG for five and seven years
Pluto turnaround and achieve a cool- matter. respectively.
down within 24 hours was the result
of collaboration by the wider team The first LNG truck load was delivered Alexandra Willis, Pipeline Gas and
and a focus on planned and prepared to EDL, Woodside’s partner in this Trucked LNG Marketing Manager, says
operations. mobile venture. Woodside is exploring which markets
could be attracted to mobile LNG.
Project Manager Lee Ooi emphasises: “Achieving the first commercial
“Our priority all along was to ensure truck load was the result of intensive Mark Abbottsford, Vice President
that the truck loading facility was collaboration between Projects, Asset, Marketing Trading and Shipping, says;
tested and commissioned to a safe and Operations Readiness, Engineering, “It was a great effort by many people
reliable standard.” Marketing Trading and Shipping, from across the Pluto Asset, Marketing
Technip Energies and our joint venture Trading & Shipping and our joint venture
It has been calculated that about 3 partner EDL,” says Lee. partner, EDL, to get us to this point.”
Adrian Button, Lee Ooi, Alexandra Willis and Rob Goulding progressed the Pluto LNG truck loading facility’s first commercial truck load in August.
12 T R U N K L I N E | Q 3 2 02 1Chris Murphy, Derek Hodges, Steven Cooper and Mila Kyriacou examine a model of
a Factory LNG plant. Woodside has joined with a European-based multinational to
commercialise the innovation.
Factory first
LNG production can now be achieved built” where equipment and materials as much maintenance as, a domestic
in more places, more simply, at lower are delivered and built on site; to fridge.
cost and with a smaller footprint. fabrication yards, where big modules
are made and transported to site; The concept involves a nominal 50,000
The solution is Factory LNG and by to the manufacture and delivery of tonnes per annum unit (the size of a
targeting small to mid-scale projects it completed units from a factory. 40-foot shipping container) that can
will displace higher-emission fuels. be transported via standard heavy-lift
“Customers can increase the number shipping and trucking logistics.
Since its inception at Woodside, the of Factory LNG containers used as the
Factory LNG team has identified step- market grows, allowing investment Vice President Technology Jason
change reductions in both execution to keep pace with demand,” Steven Crusan describes Factory LNG as
and operational risks. The technology explains. a simple and reliable solution for
program required a broad collaborative end users that offers an attractive,
effort from our organisation as well as “Factory LNG only tackles the accessible option for displacing fuels
our partners. liquefaction of the natural gas. such as diesel with cleaner and cheaper
LNG.
Woodside has joined with MAN “However, that’s typically the most
Energy Solutions, a European-based complex, time consuming and “Woodside is committed to diversifying
multinational, to commercialise the expensive part of an LNG development.” markets for LNG, including as a lower-
innovative solution. emissions fuel for activities such as
The unit offers 10 years low-to- trucking and shipping,” Jason says.
The collaboration combines Woodside’s no touch maintenance and its
intellectual property and LNG experience compactness allows it to adapt to site “The Factory LNG system also brings
with MAN’s global manufacturing and constraints. potential for green fuel production
project-execution expertise. by coupling it with synthetic methane
Moreover, the electrically powered, units or bio-gas production.
Business Disruption Program Manager hermetically sealed units will reduce
Steven Cooper has been pursuing the carbon footprint of projects by “Factory LNG could revolutionise
Factory LNG at Woodside for five allowing customers to use the lowest the way LNG is produced, with lower
years and says the concept centres on emission power generation available as costs and lower health, safety and
a manufacturing-led process where well as eliminating fugitive emissions to environment risks.”
the most complex part an LNG train is the environment.
built, tested and then delivered to site Steven sums up the experience: “It’s
– complete. Steven says the concept has three exciting to play a leading role in
drivers: keep schedules and costs commercialising Woodside know-how
Steven says Factory LNG is the natural under control; minimise any time spent and experience to support the global
progression in the construction of on-site; and make safe solutions which challenge and demand for a lower
LNG trains: from the original “stick work as well as, and require about carbon future.”
13When printing is the
future
3D printing – also known as additive “AM can solve many of these issues chosen to print and deliver the object.
manufacturing (AM) – is set to because it is agile, fast and cost
become a “business as usual” option competitive,” Jason points out. “The part will then be added to SAP
throughout the business. so it will become part of the normal
“What is needed is greater business practice.
Technology Projects Team Lead understanding about AM’s potential
Jason Tinsley is working to make that throughout Woodside and a mechanism “It’ll be quick, cost effective and will
scenario a reality by the end of this to bring users into contact with vendors provide a solution for many parts
year. who can solve the problem.” throughout our business.”
Jason says AM can solve many of So what is proposed? Vice President Technology Jason Crusan
the problems that heavy industry notes: “The roll-out of 3D printing
faces when it comes to replacing old Technology has been working with at Woodside leverages the latest
parts that the original equipment Legal, materials engineering and technology manufacturing processes
manufacturer (OEM) can no longer Digital to build an app which will allow and provide us with a competitive edge
supply. users to submit requests for items to in the energy industry.
be 3D printed and for these requests
“If these parts are obsolete and there to be assessed and coordinated for the “We’re looking forward to seeing the
are none in store, it takes a deal of time business. work that the Technology team has
and money to provide a replacement,” put into this project being utilised by
Jason explains. Jason outlines the procedure the AM the broader Woodside community
process will follow as being a “capture, to realise the potential savings this
AM also provides Woodside with the screening, printing and digitising” technology can provide.”
flexibility to obtain parts that have a workflow.
lower carbon footprint, are cheaper, Woodsiders seeking more information
can be made more quickly and are He continues: “A 3D/AM printing on 3D Printing at Woodside, should
improved on the original design to coordinator or focal point will screen the visit the 3D Printing & Additive
better suit the need. application and a vendor will then be Manufacturing (3DAM) SharePoint site.
3D
blockbuster
“Double block and bleed” sounds like
boxing ring jargon, but it is a proven
way to safely isolate equipment in the
chemical process industry.
A section of pipe is shut down on both
sides (hence the “double block”) of
the bleed valve (which releases any
remaining pressure) so equipment can
be isolated for safe maintenance or
repair.
“In recent years, double block and
14 T R U N K L I N E | Q 3 2 02 1Impelling case
Woodside has collaborated with 3D printing might provide a cost- examine the metallurgy and bond
vendors to find a new solution to competitive solution. strength resulting from the printing
replace steel impellers on floating process.
production storage and offloading 3D printing is also called additive
(FPSO) facilities. manufacturing (AM) because the A laser beam produced heat to
printer adds on layers. Instead of melt powered metal to build up the
The impellers are used on sea water lift traditional welding, AM employs direct impeller’s fins on the boss.
pumps but the traditional fabrication energy deposition via a laser.
process exposes them to metal fatigue. “Because the laser is small and
Geographe – a West Australian company concentrated, you don’t get the heat-
“The impeller’s fins were welded to the with long experience in designing and affected issues you get with traditional
centre drive piece known as the ‘hub’,” making parts for heavy machinery and welding methods,” says Michael.
reports Chief Technology Materials plant equipment – was then approached
Engineer Michael Brameld. to determine whether AM could provide Michael says the AM impeller has since
a better way to make an impeller. passed all mechanical and corrosion
“That weld line can become vulnerable tests and the plan is to install it on the
due to fatigue cracking.” Meanwhile, 5-axis machining Okha in the near future.
was commissioned to provide a
If the impellers are not in stock, tooling replacement impeller for the Okha. FPSO Asset Manager Stuart Panton
costs for the original equipment says: “To meet our targets of reducing
manufacturer (OEM) and the time Geographe worked with voestalpine, a costs while also cutting carbon
needed to make a replacement can be supplier specialising in high-performance emissions, Woodside will require more
prohibitive – and the original design materials, to print the impeller and initiatives like this.”
fault remains unchanged.
Opposite page, Lee Djumas and Vinay Lonial discuss the advantages of 3D printing of a
Another solution is to use 5-axis monoflange; below, Michael Brameld and Jason Tinsley with a 3D-printed impeller, planned to
machining to “sculpt” an impeller out be installed on the Okha FPSO.
of a solid block of steel.
“That process is expensive, not only in
dollar costs but also in wasted material
and energy, leading to a bigger carbon
footprint,” says Technology Projects
Team Lead Jason Tinsley.
When an Okha impeller failed, Michael
Ford, then a Facility Surveillance
Engineer, asked Technology if
bleed valves have gradually become block and bleed valve was selected: a “It successfully increased flow-through
smaller to minimise fatigue risk due to monoflange body. by avoiding harsh internal channel
vibration,” says Principal Mechanical junctions, yet it was also offered
Engineer Vinay Lonial. “A monoflange body means a single reduced mass and volume,” says Vinay.
module incorporates both the block
But conventional manufacturing has its valves and the bleed valve,” Vinay The part was fully approved for
limitations and further reduction in size explains. pressure-containing hydrocarbon
was becoming challenging due to the service use by Woodside’s appropriate
intricate geometry necessary. “It was decided to redesign the technical authorities and is expected to
monoflange from the ground up to be installed at Karratha Gas Plant this
Vinay says an opportunity was utilise the flexibility and complexity year.
identified to use 3D printing, or that 3D printing allows.”
additive manufacturing (AM), to “This component is a great example of
overcome existing manufacturing Technology worked with mechanical how collaboration can produce greater
constraints – and further reduce the engineers like Vinay, the FutureLab at efficiencies – and it also serves as a
mass, as well as improve and increase Monash University and external original major stepping stone for Woodside to
flow through. equipment manufacturers (OEM) to realise 3D printing becoming part of
come up with the final product, 3D ‘business as usual’,” says Technology
To achieve this, one type of double printed from stainless steel at Monash. Projects Team Lead Jason Tinsley.
15A day in the life of a ...
production maintenance
technician
Watching glorious sun rises and execution of plant operations, permits before a spell as a reservoir engineer
sunsets over the horizon as humpbacks to work and maintenance. for North West Shelf and as a reservoir
dance on the sea and whale sharks operations engineer for Enfield (on the
cruise below. “Every day is so different,” she reports. Nganhurra FPSO).
For Production Maintenance Technician “You're on the front line and reacting to “My final rotation in the grad program
Caitriona Puren, working and living things as they happen.” as a ResOps engineer piqued
on a floating production storage and my interests in operations and
offloading (FPSO) facility is exactly Caitriona says she thrives on new production,” she says.
where she dreamed her job would take challenges.
her. “I enjoyed the fast pace and practical
“A lot of the other people out here problem solving required in the role.”
Caitriona operates the Ngujima-Yin have a trade background – but with
FPSO process system, 50 km off the engineering you miss out on how to Caitriona also worked as the reservoir
coast of Exmouth in Western Australia. use tools like a shifter,” she reports. operations engineer for Ngujima-Yin
and helped start-up three Greater
The vessel receives crude oil from the “So it can be more hands on fixing Enfield reservoirs while managing
Vincent and Greater Enfield reservoirs, things which you are taught on the Vincent wells, production and offtakes
separating the fluids, including crude job.” within facility constraints.
oil and natural gas, via the production
facilities onboard. So how did Caitriona end up operating She has now transferred to Production
an oil production facility? and enjoys the ability to travel with
On an FPSO, a production maintenance partner Matthew when she’s not at
technician might work as a panel At the end of Year 12, she received work.
operator or outside area operator. a Woodside Co-Op Scholarship to
study petroleum engineering at the “It's an awesome lifestyle,” she
The former works the settings on a University of New South Wales and enthuses.
control panel to manage the plant graduated with honours.
settings to maximise production; “Before COVID I'd travel around the
rotating to an outside area operator, In 2015 she started as a graduate at world and in the past year we've seen a
who has responsibility for the safe Woodside in Reservoir Management lot of Australia.”
16 T R U N K L I N E | Q 3 2 02 1Opposite page, Production Maintenance Technician Caitriona Puren operates the process system on the Ngujima-Yin, 50 km off the coast of
Exmouth in Western Australia, and says every day is different; off duty, with partner Matthew in the Hunter Valley, NSW; above, an exercise session
on the Ngujima-Yin helideck run by the crew. Photo by Natalie Yeates.
Below is a typical day for Caitriona will vary depending on where I am for (FPE) around the business and HSE
onboard an FPSO. the day. Working in Operations, we are performance.
responsible for safe and reliable “on
22:30: Alarm wakes me up and I get spec” production – that is, no water 07:00: I review/complete the permit
organised and head downstairs to the issues. sign-ons, check in with the reservoir
mess for coffee and breakfast. operations engineer to discuss
00:30: Start of shift meeting to discuss any well moves, and examine
23:30: Shift handover meeting to perfect HSE day, operational targets the production optimisation and
discuss what has occurred during and instructions, and shift priorities. constraints management before we
the previous shift, current status of take a break.
the process and any ongoing work or 00:45: Discussion with Lead Technician
issues that require follow up. John Magog on the priorities for 09:30: Verify all OPAM tasks have been
Operations during the shift and any completed and compile my shift report.
23:45: Review Ensure Safe Production unplanned work scopes that need to be Other tasks at this time during the
(ESP) – an online portal which prioritised during the shift. work swing may include emergency
includes various operations targets, response exercises, safety meetings,
instructions, control bulletins, standing 01:00: I complete my rounds and process safety management reviews,
orders and the like. Operator Proactive Monitoring (OPAM) audits, planned work orders.
– daily tasks to monitor and review the
00:00: Complete Start of Shift status of the plant. This helps identify 11:30: Shift handover meeting to the
Orientation (SoSo) which provides any potential issues and to rectify them afternoon shift.
an initial overview of my area of before they escalate.
responsibility to gain an understanding 12:00: End of shift – time for dinner
of the status of the plant. I rotate 06:00: Pre-start meeting with all (which is always delicious), gym and
between control room operator and day shift personnel to stretch, review video calls with Matthew and my family
outside process operator so my tasks safe cards and first priority events before bed, usually around 3pm.
17TURNING BACK THE PAGES End of an era As we announced on page 3, this is the last edition of Trunkline. Over the past 29 years, readership of “the magazine for Woodside people” has spread far beyond the company’s offices and assets to our joint venture partners, contractors, customers and other stakeholders. Successive editors have kept readers informed and entertained with articles on Woodside’s successes and Woodsiders’ achievements, inside and outside work. Sadly, one of those editors, Michael Parry, died shortly before the deadline for this adition of Trunkline. Some will remember Mike’s steady hand on the Trunkline tiller between 2005 and 2008. We extend Woodsiders’ deepest sympathies to his family. On the opposite page, Graeme Atherton, the editor of Trunkline’s first edition (right), recalls the magazine’s birth; following pages showcase some of the magazine’s front covers over the three decades; Kellie Bombardieri, editor between 2008 and 2019, speaks for all the magazine’s editors when she writes of her pleasure and privilege in relaying Woodside stories to the Woodside family; and former Woodsider Kerry Smith closes this extended version of Turning Back the Pages by detailing her family link to Trunkline’s predecessor, The Woodside Newsletter. Mark Irving, Editor 18 T R U N K L I N E | Q 3 2 02 1
TURNING BACK THE PAGES
Opposite page, the very first edition of Trunkline, edited by Graeme Atherton. Above, Trunkline’s predecessor was Woodside News, which Graeme
(pictured on Goodwyn A platform in the mid-90s) inherited when he joined the company.
In the beginning
Trunkline was born in February 1992, “delivered” by its first editor – former newspaper
journalist Graeme Atherton. Graeme later edited the book Fifty Years of Woodside’s Energy,
published in 2004 to mark the company’s 50th birthday. Here, he recalls Trunkline’s birth.
I gave up my newspaper career to join look. We reduced it to a more compact of time, it was produced with fewer
Woodside in April 1988 as the company A4 format and added some colour. pages, reverted to black and white
was in the throes of moving to its new and had its frequency reduced to
headquarters at No 1 Adelaide Terrace, We discussed giving it a new name but quarterly.
Perth. couldn’t come up with any bright ideas.
So Woodside News it remained until Eventually, however, it would be
Amid the turmoil of moving offices, the end of that year, when we resolved produced in full colour. Its editorship
my new boss Matt Pollard told me my the issue by inviting Woodside staff to was taken over in 1995 by another
immediate task was to produce the offer suggestions for a new name. former journo, Mike Edmondson – one
next edition of the staff magazine, of several editors who have kept it
which hadn’t been published since its The name Trunkline was submitted by going ever since.
previous editor had left six months Information Development Officer Paul
earlier. And so I was introduced to van Sandwyck. In an organisation that embraces
Woodside News. change as readily as Woodside, it
We liked the reasoning behind it: just is a testament to Trunkline’s value
It was an A3 black and white as our subsea trunkline connected to the company – and a tribute to
newspaper-style publication which our offshore and onshore operations, its numerous staff contributors and
had evolved from a humble newsletter Trunkline would connect the company supporters – that it endured essentially
started during Woodside’s earlier with its employees – and help staff unchanged for almost 30 years.
exploration years. It was supposed to connect with each other.
be published bi-monthly, so the next But it was perhaps inevitable
edition was well overdue. I managed The first edition of the magazine to that the move towards paperless
to get it published a few weeks later appear under its new Trunkline banner communications would eventually
– featuring the successful big office was published in February 1992, catch up with it. I just hope that
move on the front page. featuring construction progress on the whatever form of staff communication
new Goodwyn A platform jacket. succeeds it proves to be as successful.
Another journalist, Iain McCoy, joined
our department and we decided it was Trunkline survived a cost-cutting Vale, Trunkline – you served the
time to give Woodside News a new program in 1994 but, for a period company well.
19Trunkline
The magazine for Woodside people
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The magazine for Woodside people
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21TURNING BACK THE PAGES
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Standards set: Gemma Jones celebrates the gains made during a review and rewrite of about 300 of Woodside’s engineering standards.
Raising the standard
It was a job expected to take four
years.
They were also difficult to update,
resulting in a high number of
Any proposed additions would have
to be justified in, a process carefully
deviations. watched over by our engineering
All of Woodside’s engineering authorities.
standards were to undergo a “back to Given our global aspirations and our
basics” rewrite. inherent focus on being a partner of It got results. The standards are now
choice, the need to streamline, simplify fit-for-purpose and industry aligned,
They had become too cumbersome and consolidate was obvious. they are more consistent and easier to
and complicated, at odds with the navigate as well as simpler and quicker
agility and efficiency the company Ted Fletcher and Alex Hyndman led the to update.
wanted to achieve. dedicated project team as they worked
to rewrite about 300 of Woodside’s Some still need a little tidying up and
But once the project team was engineering standards to achieve the all will be open to ongoing review as
assembled, they decided that this task consistency and clarity required. part of a feedback process that has
couldn’t wait and, with the appropriate been built in to capture continuous
support, they got the job done in 18 The effort involved 100 authors across improvement opportunities.
months. 28 disciplines.
At a recent celebration held to mark
Executive vice president of Internal and external experts provided how much had been achieved by the
Development Robert Edwardes the technical content while a wider team in the past 18 months, chief
described it as a remarkable range of stakeholders were involved in executive officer Peter Coleman
accomplishment that served as reviewing, assessing, recommending summed up the significance of the
a timely enabler of many other and approving the best way forward. effort.
productivity initiatives, particularly
those involving external spend. Their approach was pragmatic “The standards will improve
– identify the most appropriate our efficiency, productivity
As our suppliers had pointed out, the international standard then limit overlay and competitiveness without
old standards featured heavy overlay to only that necessary to reflect the compromising our commitment to
that added unnecessary cost to our Woodside experience. safety and quality.”
projects.
1
19
Thanks for
the memories
Kellie Bombardieri, currently Woodside Transform Communications and Engagement Manager,
edited Trunkline for more than a decade. Kellie reflects on how the magazine might have
changed over the years but it has always remained people focused.
Trunkline underwent some cosmetic cleverness and the camaraderie. He commented that what had started
changes during my time as editor, out as a little newsletter to keep the
keeping up with Woodside’s evolving It showcased the personalities Woodside workforce connected had
branding. behind the news headline or ASX grown up, like the company itself, to be
announcement. something much more substantial.
But its focus never wavered.
Unsolicited feedback, received Appreciation was echoed by many
It was, as its strapline said, the regularly, indicated that it hit the mark others for many different things over
magazine for Woodside people – – and the first evidence of this came the years – a staffer’s child inspired
people who worked there at the time, early in my tenure. by the story of a female marine pilot,
in the past or in a hoped-for future; an accountant who liked how the
people with family who worked there Then Chief Executive Officer Don magazine articulated the triple bottom
or were stakeholders in some way. Voelte passed on a note from former line, the international office crew who
managing director Charles Allen who said it made them feel “part of the
Trunkline shared stories of the company’s had just read the latest edition. family”, the offshore workers grateful
achievements through the eyes of those they could “show” their kids where
who made those things happen. Charles, who was at the helm in the 1980s they worked… the list goes on.
when Woodside was just starting up
It shared the grit and the glory, the operations, had written to say how much This cemented what a privilege it was
challenges and the triumphs, the he had enjoyed reading the magazine. to be Trunkline editor.
22 T R U N K L I N E | Q 3 2 02 1You can also read
