We set targets in order to measure our ongoing performance and to help us monitor and drive our sustainable development. Woodside's sustainability targets are reviewed each year and reflect the outcomes of our materiality process.
Our sustainability targets are embedded throughout the company. Our internal business planning process involves setting targets at the following levels:
Corporate scorecard targets.
Corporate executive committee dashboard targets.
Divisional performance agreements targets.
Functional performance agreement targets.
A number of targets and metrics associated with our material issues are linked to employee and executive compensation as part of our corporate scorecard.
The targets presented in the following table reflect our most significant sustainability issues, as defined by our materiality process.
1. We delivered 61 ktCO2e of abatement, with more than half of this from installing
more efficient inlet air filters on gas turbines at Karratha Gas Plant and Pluto. Rrefer to
case study on page 39 of Sustainable Development Report 2017 for more information.
2. Target of additional 1% reduction in fuel intensity (TJ/kt of hydrocarbon production)
and 7.5 t/kt flaring intensity were not achieved due to lower than expected onshore
gas plant reliability in H1 2017. Direct causes have been addressed and further
equipment repair is scheduled in 2018. Refer to page 39 of Sustainable Development Report 2017 for more information.
3. The 2018 targets have been changed to align with corporate strategy on energy
efficiency and achieving a reduction of greater than 389 ktCO2e by 2020
(equivalent to 5% reduction in energy efficiency). Fuel and flare target will still
be monitored for performance. Refer to page 39 of Sustainable Development Report 2017 for more information.
4. Refer to page 44 of Sustainable Development Report 2017 for more information on RETOS 2.