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WorleyParsons Knowledge Management

Dr Colin McIvor – Chief Knowledge Strategist

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PRESENTATION ELEMENTS

► Expert Locator

► Discipline Portal

► Global Discussion Groups

► WorleyParsons WIKI

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28/10/2008

Expertise locatorF

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Discipline portalF

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Global discussionsF

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WorleyParsons’ WikiF

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SUMMARY POINTS

► WorleyParsons is a knowledge based company – our ability access our full knowledge base differentiates us in many markets

► Global systems permit individuals and teams to collaborate and solve customers issues efficiently

► The knowledge systems have been built internally with the support of Microsoft SharePoint

► Learning every day

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Project Delivery SystemsEnsuring consistency and efficiency through a tailored approach

Mike Reilly – Global Director

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PRESENTATIONELEMENTS

► Project delivery system needs

► Defining WPMP and EMS

► Live demonstration of both tools

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► WorleyParsons is a full service project delivery company

► Mega-project developments in all industries involving conceptual studies through to Program Management and EPCM

► Approximately 140 Improve contracts worldwide each involving hundreds of small projects per year

► Over 100 offices worldwide with workshare between offices a way of life

► A consistent method of working is a must

Project delivery system needsF

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WPMP and EMS

WorleyParsons Project Management ProcessProcess for planning how to deliver the project

Enterprise Management System

Contains processes and detailed procedures for delivering the project, once planned

WPMPV3

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► It is a risk based process for developing (and supporting) the Project Execution Plan suited to needs of the project

► Provides common, scaleable framework for project execution ► Based on a phased and gated development process

What is WPMP?

Plan Your Work Work Your Plan

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Large Project

Small Project

The importance of scalability

WPMPV3

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► Global consistency stemming from corporate entity content that flows down to local entities with agreed adjustments to suit local requirements

► High level documents (policies, executive directives) establish expectations and do not vary globally

► Two arms of EMS:

Process for running WorleyParsons as a business

Processes for executing projects (eg. Project Management, Engineering, Procurement, Construction etc)

► System is subject to continuous improvement via global Business Process Owners

EMS key featuresF

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SUMMARY POINTS

► The project management systems enable a broad cross section of projects to be executed in a predictable manner

► The systems have been built to enable a “scalable” level of management and administration and to reflect WorleyParsons risk management approach

► Over 100 offices world wide utilising the same systems and process

► Active training program

► The systems have proven to be one of the key reasons companies agreed to joining WorleyParsons

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WorleyParsons Canada

Larry Benke – Managing Director

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Presentation Elements

► Merger ‘Report Card’

► Strategy overview

► Synergy successes

► Outlook

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January 2007Colt and WorleyParsons Canada

Canada

Calgary

Anchorage

Toronto

Canada

Calgary

Edmonton

Sarnia

Anchorage

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Merger ‘Report Card’Integration successfully completedDiversification into all four CSGsGlobal centre for:

Heavy oilPipelinesGeomaticsBase Metals (one of)

Some early synergies:‘Ready for Operations’ capabilityLarge module expertiseEcoNomics attractive to oil sands operators

38% growth in FY08For

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Growth of the Canadian business

2007 20082007

Colt

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4,000

6,000

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WorleyParsons Canada, October 2008

Canada

NanaimoVictoria

SaskatoonCalgary

Cold LakeFort McMurray

North Vancouver Lloydminster

Anchorage

Toronto

Canada

SaskatoonCalgary

EdmontonCold Lake

Fort McMurray

Vancouver

Fort St. JohnGrande Prairie

Lloydminster

Sarnia

Anchorage

Sudbury

Kitimat

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Canada ‘Strategy on a Page’

Power:

Nuclear power capabilityImprove in West

Hydrocarbons:

‘Ready for Operations’ capabilityGlobal centre for heavy oilGlobal centre for pipelinesRefinery/ Upgrader revamps

Common Elements:

Be the employer of choiceGrow CM capabilityLeverage EcoNomicsDiversify into 4 CSGsEnable workshare

Infrastructure & Environment:

Global centre for marine and coastalEIA capabilityGlobal Support for geomatics

Minerals & Metals:

EPCM project deliveryPit-to-Port projectsImprove in Edmonton and Sudbury

‘Step out’ strategies underpinned by

existing business

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Improve BusinessSignificant part of the Hydrocarbons business• Asset Management• Multiphase Oilsands Projects

PhasesNew opportunities in Power, Minerals and MetalsProject portfolio positioned for ImproveNew offerings• Data management• HVE workshare

Pull through into projects

Syncrude, Alberta Canada

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Nuclear power initiativeDecision made to build Canadian capabilityBruce Power, OPG and NB Power planning multiple new builds and refurbishmentsReading and Belene offices very supportive, immediate credibilityN286.1 (engineering) and N286.2 (procurement) certificationsOPG nuclear waste management

Successfully completed 2 projectsOpportunity for long term MSA

Documentation close-out projects for Bruce PowerPrequalified for:

OE role for OPG Darlington new buildBruce Power Unit #3 RefurbishmentFor

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Minerals & Metals initiativesEPCM project deliveryNew Edmonton capabilitySudbury Improve growingWestmar acquisition July 2008

Marine and port structuresBulk materials handling and loadingKey element of our ‘Pit-to-Port’ strategy

Awarded PEP for Vale Serra Sul iron ore project in BrazilLarge Module expertise (Edmonton)Port capability (Westmar)

Performance rewarded by XstrataFor

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EcoNomics SuccessesKey risk mitigation strategy for customers…a differentiator for WorleyParsonsTotal North Mine

President’s Award for work on carbon neutralityDeveloping Dry Tailings…will be new benchmark

Statoil Thermal SAGDSustainability deployed in technology selectionWell received Stavanger presentation

TransAlta Carbon Capture for Coal Generation PlantAlstom chilled ammonia process“Balance of plant” for this benchmark project

Alberta GovernmentGround water monitoring for Athabasca basinFor

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Outlook…given the financial markets

Staff levels and project pipeline remain robustPrice of oil is important

Oil sands operating costsOil price balanced by US$ appreciationFavorable royalty regimeLong project timelines

Financing capability more importantProjects financed by cash flowDifficult for start-up companies

Asset services remain core to our businessLargest in the Improve spaceBudgets swing from new CAPEX to sustaining capitalNew Improve opportunitiesF

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Minerals & Metals

Mark Southey – Managing Director

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PRESENTATION ELEMENTS

► Strategy

► Structure

► Customers

► Sub-sectors

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Core growth strategies

Expand our global footprint

Diversify across commodities

Extend the range of services across the asset lifecycle

Focus on long-term contracts and customer relationships

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Robust business platform

Aluminium12%

Base Metals35%

Chemicals17%

Coal2%

Alumina9%

Ferrous Metals

3%

Iron Ore20%

Specialist Minerals

2%

g

Africa0%

Asia3%

Canada11%

China6%

ANZ64%

Europe6%

Middle East8%

US & Latin America

2%

Expanding global footprint Commodity diversification Growing range of services

Base Load17%Engineering

Projects31%

Improve15% EPCM/PMC

37%

Select

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Six current strategic initiatives

Strategic Customer Focus

Grow into developing M&M markets

Focus on ‘Mine to Market’ opportunities

Grow Improve globally

Develop Select offering

Enhance HVE to HVPD capability

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Strategic Customer Focus 2003 2008 2011

Tier 1

Tier 2

Tier 3Tier 3

Tier 2

Tier 1 Tier 1Tier 3

Tier 2

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Global presence – still room for growthF

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Global trend towards large scale investments

Concentrate demand in regions remote from the mine

Mine to Market

Mineral Processing

WP Traditional Offering

Mine Concentrator Ship (Rail / Port)

Mine Concentrator Mineral Processing Ship (Rail / Port)

WP “Mine to Market offeringFor

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Improve in an M&M Environment M&M processing and production facilities are large, costly to operate and subject to extreme ‘wear & tear’A safe, compliant and competitive operation can only be maintained by cost effectively managing a large portfolio of brownfield work

• Our Improve business in ANZ positions us well for this workF

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Sector outlook: Iron oreSecured workload

We have a significant and diversified portfolio of secured major iron ore contracts

Focus on funded projects

Pipeline of future workSeveral major proposals currently in progress

Fortescue Metals

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Sector outlook: Base MetalsCurrently have strong positioning in Improve market sector in Australia

Strong, global Select capability in brownfields optimisation and expansion

Currently engaged in major projects with tier 1 customersEcoNomics - Air quality and water management

Olympic Dam Expansion

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Sector outlook: Base MetalsGlobal footprint provides access to greater opportunity

‘Mine to Market’ solutions attractive in new and established regions

• Leveraging Westmar capability from recent acquisition

Eastern Europe and South America is a focal point for new resource developments

Strong Select focus for Base Metals and Iron-Ore

BHPB Copper Furnace

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Sector outlook: Coal

Current coal exposure is in Improveand brownfield projects

Significant opportunity to grow Improve

‘Mine to Market’ offering ideally suited to this sector

Expectations of reduced demand, but less impacted than other commodities

Significant EcoNomics opportunities in water management, mine gas & EIS

Hazelwood Power, Victoria

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Sector outlook: SteelWorleyParsons has an Improve focus

Select opportunities for smelter optimisation and off-gas handling

Focus on air quality and energy optimisation

• WorleyParsons Gas Cleaning supporting US steel industry to meet emission compliance

Limited downturn exposure as producers seek to optimise existing facilities

One Steel, Newcastle

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Sector outlook: Aluminium/aluminaAluminium likely to recover more slowly than other commoditiesSeveral studies, projects and Improvecontracts in hand with tier 1 and tier 2 companiesVery strong Improve base load with the opportunity to growSelect engagement for greenfield project study work remains strongContinued opportunities in ME and ANZ for Select and Improve

Continue to build capability in CanadaAAL, Aughinish Ireland

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Sector outlook: Chemicals ►Growth, profitability and investment in

the chemical sector is driven by:Market growth CAPEX / OPEX Logistics

FertilizersPopulation/ Wealth

Solar Energy

China

Middle East and North Africa

United StatesMa’aden, Saudi Arabia

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SUMMARY POINTS

► Well diversified – Not dependant on one commodity or one customer type or region

► Strong Improve backbone with opportunity to grow

► Well positioned to take advantage of the sustainable opportunities in each of the sectors and regions in the short term

► Long term outlook remains positive

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Australia and

New Zealand

Andrew Wood – Managing Director

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PRESENTATIONELEMENTS

• Current status

• Regional Initiatives• Workshare• Water• Rail• LNG• Power

• Retaining and securing Improvecontracts

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Current StatusANZ Personnel – 8,100• Up 35% on Oct 2007• Only Australian full service

delivery company26 offices• 17 based close to customers

resource operations

Hydro

M&M

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Regional Initiative - Workshare1Q09- ANZ imported 260,000 hours of work from other WorleyParsons offices around the world1Q09- ANZ exported 116,000 hours to other offices (primarily Beijing for HVE engineering)

In September the Victorian operation was awarded the Victorian Export Award in the category “Large Services”.Qualified for the upcoming Australian Export AwardLast year over 40% of WorleyParsons Victoria income was earned from offshore work, more than double that of the previous year. Greg McPhee, Victoria GM, receives

the 2008 Export Award award from Governor Professor David de KretserF

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Regional Initiative - Water

Perth Desalination Plant

Wimmera Mallee Pipeline Stage 2

Gibson Island Water Recycling

Sydney Desalination PlantFor

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Regional Initiative – Transportation (Rail)COMMONWEALTH AUSTRALIA:

DEPARTMENT OF INFRASTRUCTRE, TRANSPORT AND REGIONAL PLANNING (DOTARS).

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Regional Initiative - LNG

NE Australia LNG participants

Prospect Size (mtpa) TIC** (AUD bn) FID

Pluto Train 2 4.5 4 2009

Wheatstone 10 7 2010

Greater Sunrise 5.3 6 2009

Gorgon 15 11 2011

Ichthys 7.6 7 2008

Scarborough 6 6 2010

Prelude 3.5 5 2009

Browse 14 12 2010

Santos 4 6 2010

QGC/BG 4 8 2009

Arrow Energy/LNG Ltd 1.3 0.5 2009PNG 6.3 11 2009

TOTAL 77.5 bnSource UBS

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Sustainable Business Solutions in PowerLeading companies and governments to new

solutions.Using our technical expertise, relationships and

deliver capability to provide regional solutions for the benefit of all parties and the community

Zero Gen Project

Integrated Power - Pilbara

Advanced Solar ThermalFor

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Regional Initiative – Retain, Expand Improve

• Incitec Pivot

• Caltex Lytton• CVRD Goro (Vale)• Oil Search Ltd• Orica Engineering

• Orica Engineering• Incitec Pivot• Tomago Aluminium• Hydro Aluminium• OneSteel• Caltex Kurnell• Sydney Water

• ExxonMobil• Huntsman Chemicals• Incitec Pivot• OneSteel• Qenos

• BHPB Olympic Dam Operations

• BHPB Nickel West

• Apache• BP Kwinana• ConocoPhillips• Energy Developments• Griffin Power (TWPS)• KJO• Occidental• Vermillion• Verve Energy [TWPS]• Water Corporation of WA• Western Australia Local

Government• Western Australia State

Government Departments• Westnet Energy• Woodside• Worsley Alumina• Horizon Energy

• Boyne Smelters (BSL)• Rio Tinto Yarwun

• Oz Minerals Rosebery

• Bell Bay Power (TWPS)

• NZRC

• Natural Gas Corporation• Fonterra

• STOS• Vector• Liquigas

• BMA Goonyella Riverside Mine

• GEMCO• ConocoPhillips

• Nyrstar Port Pirie

• Incitec Pivot

• Caltex Lytton• CVRD Goro (Vale)• Oil Search Ltd• Orica Engineering

• Orica Engineering• Incitec Pivot• Tomago Aluminium• Hydro Aluminium• OneSteel• Caltex Kurnell• Sydney Water

• ExxonMobil• Huntsman Chemicals• Incitec Pivot• OneSteel• Qenos

• BHPB Olympic Dam Operations

• BHPB Nickel West

• Apache• BP Kwinana• ConocoPhillips• Energy Developments• Griffin Power (TWPS)• KJO• Occidental• Vermillion• Verve Energy [TWPS]• Water Corporation of WA• Western Australia Local

Government• Western Australia State

Government Departments• Westnet Energy• Woodside• Worsley Alumina• Horizon Energy

• Boyne Smelters (BSL)• Rio Tinto Yarwun

• Oz Minerals Rosebery

• Bell Bay Power (TWPS)

• NZRC

• Natural Gas Corporation• Fonterra

• STOS• Vector• Liquigas

• BMA Goonyella Riverside Mine

• GEMCO• ConocoPhillips

• Nyrstar Port Pirie

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Recent Improve Awards

The Worsley Alumina Improve contract has consistently been ranked Top Quintile. The contract has been rated by BHP Billiton as Best Practice in: Investment Process Owner Buy-in; Project; Recognition; and Front End Loading.

After completing the Select phase and Deliver phase of the Bayu Undan project over a six year period WorleyParsons have secured a three year contract to ConocoPhillips operated assets in Australasia including the Bayu Undan offshore facilities in the Timor Sea and the Darwin LNG Plant in the Northern Territory.

Transfield Worley and Woodside have agreed to enter discussions for the negotiation of a new four year contractfor the continued provision of services for delivery of capital works programs. The contract that commenced in 1995.F

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Woodside Energy North Rankin 2For

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SUMMARY POINTS

► Substantial business within WorleyParsons’ global operations

► Significant amount of sector, project and technical leadership exported to global operations

► Well positioned in Water, Rail, LNG, Power markets across ANZ

► The trust built through our customer relationships leads to

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