Health and Safety
Over the past five years, we have reduced our total recordable injury rate by 59% and reduced the number of process safety incidents.
A key measure of our health and safety performance is total recordable injury cases per million man hours. Consistent with 2014, our performance continues to follow a downward trend and is below the Australian industry average. We are on track to achieve global top-quartile health and safety performance by 2017.
There were no work-related fatalities within Woodside or its contractors in 2015 and there were no recordable injuries that had the potential to cause a fatality.
There were no Tier 1 process safety events (PSEs) and two Tier 2 events in 2015.
The number of lost time injuries (LTIs) increased from three in 2014 to six in 2015. None of the LTIs had the potential to result in a fatality or permanent total disability. The average number of days away from work has decreased by 38% from 42 days in 2014 to 26 days in 2015, indicating reduced severity of lost time injuries. Slips, trips and falls caused five of the six LTIs in 2015. Our contractor lost time injuries decreased relative to employees throughout 2015.
TRIR has improved by 10% compared with 2014. The improvement in personal safety performance is due in part to a 14% decrease in offshore contractor injuries due to our continued focus on engagement with our contractors before and during project execution.
Read more on pages 32-34 of the 2015 Sustainable Development Report
Working at Woodside
Woodside is committed to developing our people so we can meet our own leadership and technical talent requirements.
We delivered against our plan, reshaping and reducing our overall workforce to 3,432. Our productivity program aimed to improve organisational efficiency throughout 2014 and 2015. This has been achieved through reduced organisational layers, improved spans of control and an 18% reduction in management roles.
Our global turnover rate continued to trend downwards from 7.3% in 2014 to 5.7% in 2015.
Woodside continues to increase our graduate intake year-on-year to match our forecast demands for professional staff. Our 2016 program will see 108 graduates join Woodside. We continue to invest heavily in graduate development, this year implementing an action learning program to support innovative ideas and cross company learning.
In 2015, we made progress in improving people and capability processes and systems. This has resulted in the selection of talent management software that will deliver an improved user experience to our employees as they manage their performance, development and learning activities. This software will provide a more accurate understanding of talent, capability strengths and areas for capability development to support global growth. The software will be implemented over a three-year timeframe commencing in 2016.
Read more in pages 28-31 of the 2015 Sustainable Development Report
Our strong capability in environmental studies enables the acquisition of robust scientific data critical to inform our impact assessment and decision making.
Woodside recognises that strong environmental performance is essential to our success and continued growth. In 2015, Woodside was awarded the Australian Petroleum Production and Exploration Association (APPEA) Environment Excellence Award in recognition of our outstanding contribution to environmental leadership and performance within the Australian oil and gas industry.
We measure our environmental performance against the number of environmental incidents, flaring intensity (as a measure of greenhouse gas emissions) and energy consumption. We also routinely monitor and report against other environmental performance metrics which are presented in the environment data tables on page 49 of the Report.
Read more on pages 35-37 of the 2015 Sustainable Development Report.
Our social licence to operate relies on engaging effectively with communities and key stakeholders.
Woodside's social licence to operate relies on establishing and maintaining effective relationships with our communities and stakeholders. Our Communities Framework has now been embedded in the Woodside Management System. This ensures that we maintain a consistent approach to identifying and responding to stakeholder interests and concerns across all of our business activities.
Social performance is integrated into all stages of activity planning and execution as we aim to:
- build and maintain relationships with our communities and stakeholders;
- respect the unique cultures, customs and values of Indigenous Peoples;
- undertake social baseline and impact assessments to understand risks, impacts and opportunities; and
- implement social contribution through partnerships to build capacity and capability where we are active.
Read more on pages 38-41 of the 2015 Sustainable Development Report
Long-term partnerships are critical to our business and we recognise that we must deliver sustainable economic value to the communities in which we operate.
Our strategy of maximising our core business, leveraging our capabilities across the oil and gas value chain and growing our portfolio served us well in the challenging economic conditions. Enhanced productivity, disciplined decision making and asset reliability underpinned our full-year results.
In 2015, we produced 92.2 MMboe of hydrocarbons, generating $5.03 billion operating revenue.
We continued our strong track record as a major contributor to the Australian economy. In 2015 we generated and distributed $5.03 billion of economic value as illustrated in the graph below.
Over the last decade, we have injected more than $25 billion into the Western Australian economy.
We are also a major employer in Australia, employing 3,392 people across our locations.
We primarily pay tax to the Australian Government on the profits made from our oil and gas business. In 2015, we paid approximately $1.047 billion in Australian Federal and State taxes. A summary of taxes paid in 2015 is illustrated below.
Read more on pages 42-45 of the 2015 Sustainable Development Report