1. A perspective on process management within a large corporation Kevin Prior WMS Coordinator-Special Projects Triaster Solutions Conference, Woodland Grange 16 October 2014

2. This presentation contains forward looking statements that are subject to risk factors associated with oil and gas businesses. It is believed that the expectations reflected in these statements are reasonable but they may be affected by a variety of variables and changes in underlying assumptions which could cause actual results or trends to differ materially, including but not limited to: price fluctuations, actual demand, currency fluctuations, drilling and production results, reserve estimates, loss of market, industry competition, environmental risks, physical risks, legislative, fiscal and regulatory developments, economic and financial market conditions in various countries and regions, political risks, project delay or advancement, approvals and cost estimates. All references to dollars, cents or $ in this presentation are to US currency, unless otherwise stated. References to “Woodside” may be references to Woodside Petroleum Ltd. or its applicable subsidiaries. 16 October 2014Triaster Conference Presentation2 Disclaimer and important notice

3. Introduction  Who is Woodside  My role in Woodside  Triaster Solution and my role  My history with process 16 October 20143Triaster Conference Presentation

4. Current Woodside Management System The current WMS was introduced circa 2009. The media is mainly narrative based and in function structure. 16 October 20144Triaster Conference Presentation

5. Business Activities SUPPORT ACTIVITIES VALUE STREAM ACTIVTIES MANAGEMENT ACTIVTIES LOGISTICS SERVICES ENGINEERING SERVICES STRATEGY AND PLANNING PEOPLE MANAGEMENT COMMERCIAL AND FINANCIAL MANAGEMENT PERFORMANCE AND CHANGE MANAGEMENT STAKEHOLDER MANAGEMENT INFORMATION MANAGEMENT RISK, COMPLIANCE AND RESILIENCE HEALTH, SAFETY AND ENVIRONMENT TECHNOLOGY SERVICES DRILLING AND WELL SERVICES SUBSURFACE SERVICES NON-PRODUCING ASSET MANAGEMENT Value Capture Value Generation Value Optimisation ACQUIRE EXPLORE DEVELOPOPERATE TRADE AND TRANSPORT ASSESS DIVEST ABANDON 16 October 20145Triaster Conference Presentation

6. WMS Upgrade where Process Maps Fit Structure Company Principles Business Activities Processes (What is done) Procedures (How it is Done) WHAT,WHERE & WHO WHO, WHEN & HOW WHAT WHY Application Global Apply globally and rarely change Global and Local Generic/pan- Woodside Locally modify as necessary RAPID Decision Phase RACI Execute Phase Tool Contains Compass (Values, Mission, Vision, Strategic Direction) Policies (Intent [statement] and Strategies) Objective [statement as to the desired outcome] Expectations and Controls Represents the ‘Enterprise Process’ End-to-end processes and sub-processes (identify interactions) Controlled Documented Procedures consist of Procedures, work instructions, checklists, forms, methods, application mandatory fields, Tools (software applications) etc. Controlled document detail the way Woodside requires activities to be completed to ensure a quality output and meet legal and organisational obligations. These document may reference Standards (e.g. Engineering, Performance, Technical) (Basically the Rules by which we work) ACQUIRE EXPLORE DEVELOPOPERATE TRADE AND TRANSPO RT ASSESS DIVEST ABANDON 16 October 20146Triaster Conference Presentation

7. Triaster Solution & Components Future Process based reader intranet view (Prototype) Triaster Dashboard used by Authors, Librarians and Administrators 16 October 20147Triaster Conference Presentation

8. Background Useful back ground if you want to comply to management standards or Best Practice: ISO 9001: What, Where & When Communicate How much detail 16 October 20148Triaster Conference Presentation

9. Function view vs. Process view 16 October 20149Triaster Conference Presentation

10. Business System Activity Relationship New needs Goods Strategy Order People New opportunity Order Raw materials Policy Info Facing the market Development Raw input Value Added output Information People & organisation Strategic Management Core value chain Customer needs Satisfied needs 16 October 201410Triaster Conference Presentation

11. Generic components of a process Opportunities to Measure Feed Back Loop Opportunities to Measure PROCESS PRODUCTS SERVICES INFORMATION PAPERWORK OUTPUTS/LAG MATERIALS PROCEDURES METHODS INFORMATION (including specifications) PEOPLE SKILLS KNOWLEDGE TRAINING PLANT/EQUIPMENT INPUTS/LEAD CUSTOMER REQUIREMENTS Add value retain profit Reduce Waste, Loss and Risk CUSTOMER SATISFACTION LEGAL REQUIREMENTS 16 October 201411Triaster Conference Presentation

12. Generic components of a process with friction Opportunities to Measure Feed Back Loop Opportunities to Measure PROCESS PRODUCTS SERVICES INFORMATION PAPERWORK OUTPUTS/LAG MATERIALS PROCEDURES METHODS INFORMATION (including specifications) PEOPLE SKILLS KNOWLEDGE TRAINING PLANT/EQUIPMENT INPUTS/LEAD CUSTOMER REQUIREMENTS Management Controls (Friction) Policy (Bureaucracy) Regulation, Rules Complexity & Frequency (Friction) CUSTOMER SATISFACTION LEGAL REQUIREMENTS 16 October 201412Triaster Conference Presentation

13. 16 October 201413Triaster Conference Presentation THE END Any questions

14. Main conference room: Mark Braham MCQI CQP, is the ISO 9001 Team Leader on CQI Standard Panel. Another chance to hear the ISO 9001:2015 briefing given by Mark at Microsoft, London in July. Business Track: Successfully delivering a Useful, Usable and Used Triaster Process Library with Paul Elson-Vining, Julie Savage & Joel Evans Technical Track: Getting the most Useful Information from your Stencil and Template with John Blight and John Goldsmith #triaster Triaster Conference 2014