Business 06 Jan 2020

Winning feeling

Two entries shared top prize in the 2019 Woodside Awards after our Chairman Richard Goyder declared he was unable to separate them.

It’s the first time in the awards’ history there were joint winners of the Chairman's Award - the Greater Enfield Project and Revealing Scarborough’s True Potential.

Winning Feeling 2

“Each, in their own way, has reinforced the fact that Woodsiders can and will deliver on the promise of our growth horizons,” the Chairman told the audience at the awards ceremony, held at Boolah daa Moort in early December.

“In fact, these successes show we may well exceed expectations.”

The Chairman continued that in one initiative (the Greater Enfield Project), the team had demonstrated exceptional project capability in completing its complex program of work safety, on schedule and under budget.

“Along the way, we set new world benchmarks,” he added. 

In the Scarborough initiative, Woodside had been bold enough to challenge the assumptions of others and been handsomely rewarded.

“Leveraging the latest technology, we have revealed greater clarity – and greater resource volumes – for our Burrup Hub,” he said, alluding to the 52% increase in the potential resources of the Scarborough gas field.

“These are amazing feats.”

The annual Woodside Awards recognise and reward outstanding achievements in the business during the year. 

The Chairman described the winners and finalists as “just the tip of the iceberg”.

He continued: “There is a lot of incredible work going on throughout the company, onshore and offshore, in Australia and overseas.

“Our judges were spoilt for choice.”

Entries came from throughout the business, including overseas offices, offshore assets and Karratha.


The category winners were: 

Innovation: Revealing Scarborough’s True Potential. Through integrated subsurface studies, Woodside has revealed a 52% increase in the estimated resource volume of our Scarborough field (see page 8). 

This incredible outcome was the result of astute technical work, incorporating full waveform inversion 3D seismic reprocessing and updated petrophysical interpretation. 

The Scarborough subsurface and geoscience technology teams took a legacy dataset spanning decades and, through integrated assessment, made a game-changing discovery.  

Value: The Greater Enfield Project. The Greater Enfield Project involved the drilling and long subsea tie-back of three complex oil fields to a refurbished Ngujima-Yin floating production storage and offloading (FPSO) facility 60 km offshore of Exmouth.  

This ambitious project exceeded many of the expectations set at FID, coming in under budget.

The FPSO shipyard scope was completed without a single recordable incident.  

The project has set several new benchmarks, including the longest horizontal subsea water injection well in the world and the world’s first buoyant pipeline crossing of a seabed canyon.  

Sustainable Outcomes: Goodwyn BESS: A World First. The Goodwyn Battery Energy Storage System (BESS), a world-first offshore installation, allows the platform to operate with three gas turbine generators online instead of four, while improving the reliability of the power supply system. 

BESS reduces both fuel gas consumption and CO2 emissions and is expected to save the company substantially on maintenance costs over the next five to seven years.  

Since start-up, BESS has been performing better than originally expected (see page 15).

Base Business Excellence: Bringing Situational Awareness to the Frontline. Traditionally operators have had to extract, sort, analyse, prioritise and communicate key asset information manually, including via spreadsheets.   

A group from Operations, Digital and Engineering got together to develop a better way and Situational Awareness was born.   

Automated insights enable operators to make higher quality and more timely decisions. 

Culture and Inclusion: Breaking Down Diversity Barriers Offshore. Pluto is not normally a manned platform, so bed space is tight. There are only four rooms with four beds in each, and each room is required to be filled by people of the same gender.  

To ensure people on board (POB) limitations did not impede diversity and inclusion aims, the operations readiness team, with strong collaboration from within the company and our contractors, took a fresh approach. 

A diverse multidiscipline execution team was assembled, opening a pathway for development and setting an example of future projects and existing assets, highlighting what can be achieved within POB and facility limitations. 

Read the full Q4 2019 issue of Trunkline here.

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