For over 50 years GBJV has been producing oil and gas from the Gippsland Basin. Through hard work, challenging the status quo and innovation, the business, the operation and the people having been on a transformational journey.
We all know about Kipper-Tuna-Turrum development and Longford Gas Conditioning Plant but have you heard about how GBJV is progressing CO2 to sales with BOC and Air Liquide or how the team has reduced flare by 45% since 2018? Have you heard how the team increased Longford’s capacity by 11% in 2022 to deliver the highest gas production since 2017 to meet market demand. Have you heard about how we are transforming the operation through our Gippsland Asset Streamlining Project where we will no longer have a Crude Stabilisation Plant or a Gas Plant 1 at Longford?
We continue to focus on our reliable gas operation through upcoming projects such as Hastings eGEN, and Kipper Compression Project while also pursing meaningful reductions in GHG emissions such as South East Australia Carbon Capture and Storage Project in the Gippsland Basin. Our transformation to a Modern Australian Gas Business has not only meant change for our facilities but also change for our people in how we work and the culture we have built. Every day our teams work to supply essential energy to Australian homes and businesses while also being on a transformational journey to improve the sustainability of our operation and contribute to the energy transition.

How does a company effectively manage three transitions at once? This has been the challenge faced by Woodside in recent years: A business transformation, a global energy transformation and a societal shift in workforce talent expectations.
The answer we landed on in 2019 was ‘via effective leadership’, when we built the business case for our all-of-company leadership development program, Navigator. Previous programs had applied labels and type-casting, failing to deliver free-thinking, transformation-ready leadership practitioners; leaders, technical and generalist, to take Woodside forward into the future, “in their own way”.
This doesn’t mean we had poor leadership, nor did we claim that only people managers were leaders, but we knew forming an effective culture required common language and driving essential innovation and transformation needed freethinking.
Navigator is unique. It’s an all-of-company framework: Every Woodsider is included and it’s supported across our global footprint.
Navigator is highly experiential in nature: We don’t just teach theory, we want Woodsiders to reflect and build on their experience to have a deeper impact. It was co-designed by Woodside, alongside our delivery partners and academic thought leaders, to keep the content linked to organisational strategy. These partners are highly regarded universities, research organisations, coaches and technology providers and they input to the frameworks contained within Navigator.
Via Navigator, we are giving our people essential tools to support their journey in leadership, setting Woodside up to thrive through the energy transition: A significant investment in our people but essential to our future and worth every minute!

How does a company effectively manage three transitions at once? This has been the challenge faced by Woodside in recent years: A business transformation, a global energy transformation and a societal shift in workforce talent expectations.
The answer we landed on in 2019 was ‘via effective leadership’, when we built the business case for our all-of-company leadership development program, Navigator. Previous programs had applied labels and type-casting, failing to deliver free-thinking, transformation-ready leadership practitioners; leaders, technical and generalist, to take Woodside forward into the future, “in their own way”.
This doesn’t mean we had poor leadership, nor did we claim that only people managers were leaders, but we knew forming an effective culture required common language and driving essential innovation and transformation needed freethinking.
Navigator is unique. It’s an all-of-company framework: Every Woodsider is included and it’s supported across our global footprint.
Navigator is highly experiential in nature: We don’t just teach theory, we want Woodsiders to reflect and build on their experience to have a deeper impact. It was co-designed by Woodside, alongside our delivery partners and academic thought leaders, to keep the content linked to organisational strategy. These partners are highly regarded universities, research organisations, coaches and technology providers and they input to the frameworks contained within Navigator.
Via Navigator, we are giving our people essential tools to support their journey in leadership, setting Woodside up to thrive through the energy transition: A significant investment in our people but essential to our future and worth every minute!

Political, social, shareholder and increasingly talent pressure is driving a seismic shift as oil & gas operators are required to transform into diversified energy companies. Attracting and retaining the required leadership and talent to drive this transformation is an existential risk to our industry.
10.5% of the total workforce left the industry during the 2019/20 oil price crash. Since 2020 the experienced oil & gas industry workforce has aged and will take critical skills and experience with them into retirement. 40% of Australian oil & gas recruiters believe retaining this knowledge and replacing these skills are the industry’s biggest challenge. In parallel, events in August 23 in WA have demonstrated the immediate market impact workforce unrest can have.
Concurrently, it is becoming harder to attract talent to industry. The competition for adaptive leaders and high-skilled workers has accentuated as the oil & gas sector continues to evolve and now competes for these skills sets with other industries. ESG performance is increasingly becoming an important factor in the industry’s ability to attract and retain talent. In a recent global talent index report, 85%of respondents stated ESG is a factor in whether they will stay or leave an oil & gas organization. Interestingly, 55% of those open to switching sectors would be interested in switching to renewables.
dss+ will provide Oil & Gas companies with pragmatic guidance on how to quantify the impact of these challenges, adapt an industry narrative that includes sustainable operations, and re-position themselves as an employer of choice.

For new energy products to compete with hydrocarbons, the cost to the consumer must be equivalent or lower. To achieve this, producers require operational excellence at lowest possible cost.
Innovation and improvements in data processing through the deployment of ‘intelligent’ software is just one of many solutions that can deliver this. Petrofac is constantly developing and applying innovative
approaches in the energy landscape, the concept of a Multi-user Remote Operations Centre (MROC) is an extension of this innovation stream. It has been envisioned to lower capital expenditure (CapEx) and operational expenditure (OpEx) for both new market entrants and facilities and to improve safety and reduce emissions. The MROC is a purpose-built opera􀁌ng centre cluster that co-locates facilities such as the central control room, emergency response (ER), and engineering support. It would be owned and financed by a third party, the service provider would lease control facilities to separate clients and provide support services as necessary. This would allow multiple operators to unlock the financial, operational, safety and environmental benefits of remote operation without incurring the significant CapEx outlay normally associated with it. The number of personnel travelling to and from remote facilities would reduce, in turn reducing exposure to safety risks and lowering Scope III emissions. The MROC concept is particularly suited to Australia due to our geography and number of remote assets but could be adapted for other locations. The co-location of operation support engineering, procurement and ER would lead to increased business efficiencies, which would be reflected in a lower production cost.