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Corporate Profile

Finance Delivery People STATES OF AMER ITED ICA UN & CARIBBEAN

US Eastern US Southwest US Wes t Coast Jama Ea ic st Ed Calg a er m a r y n on Ca to na n da

Pe o p l e Delivery Finance

Hydrocarbons Minerals & Metals Po er Infra ent structure w & Environm

A NE U S W TRA ZE LIA AL AN D

Pe Ec ru ua Col dor om bia Chil e Brazil

k

SU B S AF A

c Pe

PE EURO

& CHINA

A

D

A ASI

ER IC

NA

rd Co i ne Bru a n Chi sia e n o Ind Malaysia Mongolia Singapore Au T s Au trali hailand str a N o a Au New lia S rth st Ze out h ra lia alan d W es t

ria lga Bu lands r an the Ne akhst Kaz Russia Spain United Kingdom Uzbekistan

AM

CA

A

d Trinida a ka Alas Afric uth a i So r a ibi m ge

Customer

Iraq a Indi t yp ay Eg u ug Ur LA

s an Ev

k

Na

MID AST, NORT DLE E IA H AFRICA & IND

Gh a An na go UAE la Saud i Arab ia Qatar Oman Kuwait

TI N

Pe c

Ni

AN AR H CA RI

&

Ev an s

&

CS EA

EA CS

&

IN TE

structure & Environment Infra Power Minerals & Metals Hydrocarbons

TE IN


contents P.1 P.2-3 P.4-5 P.6 P.7 P.8-9 P.10-11 P.12-13 P.14-21 P.22-29 P.30-37 P.38-45

• CEO’S OVERVIEW • Global Presence • Service Delivery Excellence • safety • EcoNomicsTM • Corporate Strength • Developed world • Developing world • Hydrocarbons • POWER • minerals & metals • Infrastructure & Environment

P.46-47 P.48

• Bibliography • Corporate Information


CEO’s overview The WorleyParsons Corporate Profile provides our stakeholders with a succinct summary of some of the trends that are occurring within the resource and energy markets across the globe and our capability and capacity to meet these challenges. In 2011 we honor the entrepreneurial spirit of our people and the strategic acquisitions that have brought together 1500 years of company history. Such depth of experience and track record places us in a strong position to address the many exciting challenges that lie ahead for our customers in the Hydrocarbons, Minerals and Metals, Power and Infrastructure and Environment sectors. It is often difficult to predict the long term direction of our markets or the robustness of the national economies in which we operate, but we are confident future challenges will inevitably be more complex, integrated and of greater magnitude. When faced with this level of risk, owners invariably defer to companies who have built an extensive track record of innovation, successful project delivery and asset management through their value based services. I am confident that WorleyParsons is recognized as a strong provider to meet both today’s and tomorrow’s challenges across all the sectors in which we operate. John Grill Chief Executive Officer

WorleyParsons Corporate Profile

1


Global Presence

1.0

Local Commitment

United States Anchorage Fort St John

Local Office Global Hub

Fort McMurray Cold Lake Edmonton Grande Kitimat Lloydminster Prairie Canada Saskatoon Burnaby Blackfalds Victoria Sudbury Calgary Markham Tiverton Richland Billings Mississauga Bismarck Sarnia Vancouver, WA Idaho Falls Chicago Iselin Martinez Nanticoke Denver Reading Sacramento Philadelphia Las Vegas Tulsa Los Altos Oak Ridge Phoenix Arcadia Chattanooga Dallas Long Beach United States Fountain Valley Monrovia Houston Bayport

Since inception, WorleyParsons has committed to establishing operations close to our customers’ assets. This decision is based on the understanding that every asset has a history needing to be understood. Invariably, each asset is a reflection of its leadership team and is supported by a community with expectations, and operations requiring world class on site services. Today, WorleyParsons has arguably the largest global footprint amongst our peers with 143 offices in 43 countries. We are a stronger company because of our commitment to local operations. Using knowledge gained from each site we are able to refine design and project execution strategies to optimally meet our customers’ expectations in an efficient and cost effective manner. Increasingly, owners in the resource and energy sectors are seeking providers to service their assets across a region and/or globally. WorleyParsons’ extensive network of offices and proven track record customizing solutions for local environments has resulted in us being recognized as a pre-eminent provider of global service contracts.

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WorleyParsons Corporate Profile

Costa Rica San Jose

St. John's

Spain Madrid

Trinidad & Tobago Port of Spain

Colombia Bogota Ecuador Quito

Peru Lima

Chile Santiago

United Kingdom Leeds Manchester Teesside Gloucester London Bristol Woking Netherlands Delft Czech Republic Plzen

Brazil Brasilia

Brazil Belo Horizonte Brazil Rio de Janeiro Brazil Sao Paulo

Argentina Buenos Aires

Nigeria Lagos Ghana Accra


Russia Moscow Kazakhstan Astana Kazakhstan Atyrau Bulgaria Sofia Bulgaria Stara Zagora

Kazakhstan Almaty

Mongolia Ulaanbaatar

Uzbekistan Tashkent

Beijing Tianjin

China

Shenyang

Lian Yungang Iraq Basrah Kuwait Ahmadi Bahrain Manama Saudi Arabia Al Khobar UAE Dubai Saudi Arabia Yanbu Oman Muscat Qatar Doha UAE Abu Dhabi Oman Sohar Egypt Cairo

Angola Luanda

Nanjing

Shanghai

Chengdu

Hong Kong Vietnam Hanoi Shenzhen India Mumbai India Hyderabad Thailand Bangkok Thailand Sriracha Vietnam Ho Chi Minh City Kuantan Brunei Kuala Belait Kerteh Malaysia Kota Kinabalu Malacca Miri Kuala Lumpur Bintulu Indonesia Balikpapan Singapore Indonesia Jakarta

East Timor Dili Darwin

Namibia Windhoek Pretoria Kimberley Secunda Durban Bloemfontein Port Elizabeth Cape Town South Africa

Townsville Mackay Gladstone Maroochydore Brisbane Singleton Newcastle Auckland Sydney

Australia Perth Bunbury

Adelaide Footscray Geelong

Wollongong Melbourne Blenheim Bell Bay

New Plymouth Hawkes Bay Wellington

Christchurch New Zealand

143 43 offices

countries

WorleyParsons Corporate Profile

3


1.1

Select>Deliver>Improve Total Lifecycle Services

Service Delivery Excellence WorleyParsons’ experience covers all five phases of the asset lifecycle. In each one of these phases, we understand the critical issues and tailor our services to enable customers to Select and Deliver their projects and Improve their assets for optimal long term performance. It is recognized that decisions made during the early stages of an investment have the greatest impact on the ultimate business outcome. Unfortunately, early on is often when the least amount of information is available. The juxtaposition of the criticality of making the correct decisions, and the absence of detail on which to base them, creates the challenge Select has been designed to answer. WorleyParsons’ Deliver capability provides our customers with the confidence in the value identified by Select being realized during the Define and Execute phases. WorleyParsons’ project management process provides a scalable, risk based framework for project execution, and ensures the quality, efficiency and consistency of our project delivery approach – regardless of size of project or location. Customers repeatedly attribute the consistent application of our processes as a key differentiator and value enhancer. WorleyParsons’ Improve delivers value, year on year, for our long term customers. Successful Improve contracts are based on strong long term relationships utilizing trust and teamwork. This enables everybody to focus on the critical issues that drive long term contract performance improvement, such as safety, optimal capital spend and efficient and effective use of resources. Our phased approach enables consistent project delivery worldwide.

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WorleyParsons Corporate Profile

Image courtesy of North West Shelf Venture


WorleyParsons’ experience covers

WORLEYPARSONS’ EXPERIENCE COVERS all five phases of the asset lifecycle ALL FIVE PHASES OF THE ASSET LIFECYCLE

1 IDENTIFY

2 EVALUATE

3 DEFINE

4 EXECUTE

5 OPERATE

Customer Goals Establish preliminary scope and business strategy

Establish development options and execution strategy

Finalize scope and execution plan

Select concept

Detail and construct asset

Sanction

Operate, maintain and improve asset Start-up

Our Services • Concept Studies • Opportunity assessment and selection of alternatives • Business model development

• Options evaluation • Establish single development option • Cost estimating • Contract planning

• Scope development • Preliminary design • Cost estimating • Execution planning

• Detailed Engineering • EPCM • PMC

• Brownfield projects Portfolio delivery • Asset management • Business improvement • Operations and maintenance support

CORE BUSINESS Our Business Lines

Select Brings real world experience into the front-end, value adding phases to maximize investment return and underlying confidence

Deliver

Improve

Converts the highest potential value options identified at the Select phase, into fully defined and successfully executed projects

Supports and improves customers’ assets throughout operating lifecycle

Profitably embeds environmental, social and financial sustainability into project delivery across the asset lifecycle

WorleyParsons Corporate Profile

5


1.2

HSE commitment OneWay Leadership

safety Resource and energy projects are becoming more complex and are increasingly being executed in less accessible areas of the globe. Hydrocarbons reserves are deeper underwater and in more Arctic conditions. Minerals and metals are being extracted from more remote locations and transported across longer distances. Power generation and transmission owners are optimizing efficiencies from aging assets while new nuclear and renewable facilities are seeking to accelerate approval cycles. In parallel, all of these investments are subject to an unprecedented level of environmental scrutiny and expectation.

Award This year WorleyParsons’ sedimentation scanner and coral transector secured the APPEA Oil & Gas Safety Innovation Award and the Western Australian Department of Mines & Petroleum Golden Gecko Environmental Award. The robotic unit offers a completely remote controlled marine monitoring system, removing the need for divers to operate in highly hazardous environments with low visibility and other dangers. Provision of a complete diver–less solution for marine monitoring is a major step change across the global industry.

These challenges are no greater than WorleyParsons’ goal to ensure the health and safety of all the people executing our projects and those who subsequently operate the facilities. Our Health, Safety and Environmental expectations are vital and integral elements of our business. They are embedded into our management systems and processes and influence everything we do.

Customer Mobil Producing Nigeria (MPN) project EPCM-1 Program Location Lagos, Nigeria Milestone 4 million hours LTI free

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WorleyParsons Corporate Profile

We actively invest in initiatives to reinvigorate our management systems and engage our people, contractors and suppliers in the expectations and programs leading to our goal of zero harm. Initiatives include the total ban on the use of mobile phones by employees whilst driving, seeking cultural alignment for HSE commitments in the Middle East and championing outstanding HSE performance by teams and individuals. Our European operations were very pleased to receive The Royal Society for the Prevention of Accidents Occupations Health and Safety Gold Award for 2011. This is the second consecutive year we have attained this prestigious award.


Customer Uzbekistan Ministry of Economy, World Bank, Acclimatize project  National Power Policy 2050 Climate Change Assessment Location Uzbekistan Executing London, Perth Offices

Sustainable Decisions Quantifying sustainability for informed decision making

Sustainable Operations

Sustainable Project Delivery

Prioritizing portfolio decisions for long term asset growth

Embedding Sustainability in design and execution

Carbon EcoNomics™ Offering carbon solutions across the project lifecycle

Across resource and energy sectors there is a greater understanding of the business risks and opportunities associated with sustainability – water, energy, carbon and air emissions. Customers are very conscious of the importance of their “licence to operate” and how poor sustainability performance can affect their operational continuity and profitability. Developing countries continue to elevate their expectations on development partners and contractors to ensure all resource and energy projects deliver value beyond the direct asset without compromising sustainability objectives. Increasingly companies are placing a valuation on externalities, particularly natural and environmental assets. What is often lacking is a framework within these values that can support decision making – this is where WorleyParsons is a world leader with EcoNomics™. The software toolkit – DELTA3 – is being deployed across our business to support our customers’ sustainability data presentation and analysis. This tool’s interactive capability enables multiple scenario planning resulting in better decision making. WorleyParsons

has also developed its Sustainable Project Delivery process, which embeds sustainability into project delivery, small and large, across the asset lifecycle. Currently, the EcoNomics™ suite is being deployed in Australia, Canada, Saudi Arabia, UAE, USA, UK, Uzbekistan and Venezuela on projects that examine challenges associated with CO2 reduction emissions, iron ore sustainability, water management, national power strategies, difficult oil developments and remediation plans.

Certification WorleyParsons’ EcoNomics™ assessment, which helps our customers make more environmentally, socially and economically sustainable decisions, was formally audited by Lloyds Quality Register and awarded an LRQA formal certification under ISO9001 as a sustainability process – the first of its kind Lloyds have certified anywhere in the world. With this, we have entered into an agreement with Lloyds to allow them to provide independent third party validation of individual EcoNomics™ assessment projects to customers.

WorleyParsons Corporate Profile

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Corporate Strength

1.3

Leadership Team

Left to right:

John Grill Chief Executive Officer Iain Ross Group Managing Director – Development Stuart Bradie Group Managing Director – Operations Barry Bloch Group Managing Director – People Andrew Wood Group Managing Director – Finance/CFO Dave Steele Group Managing Director – Delivery

Left to right:

Gordon Cowe Managing Director – Infrastructure & Environment Roy Pearson Regional Managing Director – Sub Saharan Africa Jay Ibrahim Regional Managing Director – Middle East, North Africa & India Mark Trueman Regional Managing Director – Latin America Ian Wilkinson Regional Managing Director – Australia West

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WorleyParsons Corporate Profile


Left to right:

Graeme Henderson Managing Director – Improve Craig Reeves Managing Director – Special Projects Mark Southey Managing Director – Minerals & Metals Chris O’Neill Regional Managing Director – Australia East & New Zealand Greg Conlon Regional Managing Director – Europe Greg Clinnick Managing Director – Risk & Assurance

Left to right:

Randy Karren Regional Managing Director – Canada Chris Parker Regional Managing Director – United States of America & Caribbean Brian Evans Managing Director – Hydrocarbons Denis Lucey Regional Managing Director – Asia & China Bill Hall Managing Director – Project Delivery Chris Ashton Managing Director – Power

WorleyParsons Corporate Profile

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1.4

Driving efficiency and optimization

developed world Australia | Canada | Netherlands | New Zealand | Singapore Spain | United Kingdom | United States of America

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WorleyParsons Corporate Profile


Location new york, united states of america

In the developed world resource and energy owners are experiencing a range of challenges. Global economic uncertainty has placed some restrictions around development funds and they await greater certainty on national emission policy requirements. In the fossil fuel power market, downstream refining and mining industries, the owners are focused on efficiency and optimization of their assets. They are trying to extract more with less. In each of these markets, the focus of their budgets is often centered on minimizing their energy consumption and maximizing their environmental performance. The “Licence to Operate” mentality is at the forefront of their planning. Achieving these objectives with aging asset infrastructure is a challenge and we continue to observe the major owners

invest and acquire technologies that will support their “Licence to Operate” plans. The exceptions to this trend are the oil sands market in Canada and the LNG market in Australia where greenfield development plans continue to attract significant interest. These developments are in small geographic pockets and often have limited available infrastructure surrounding them. Whether trying to extract more from an aging facility or optimally developing an asset safety, quality, cost and schedule remain the primary drivers for owners. WorleyParsons, being the largest international engineering, procurement and construction company in China, is able to offer customers technically strong solutions at attractive rates through our five Chinese offices.

WorleyParsons Corporate Profile

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1.5

Creating Long term sustainable Assets

Developing world Angola | Brazil | Brunei | Bulgaria | Chile | China | Colombia | Ecuador | Egypt | Ghana | India | Indonesia | Iraq | Jamaica | Kazakhstan | Kuwait | Malaysia | Mongolia | Namibia | Nigeria | Oman | Peru | Qatar | Russia | Saudi Arabia | South Africa | Thailand | Trinidad | UAE | Uruguay | Uzbekistan

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WorleyParsons Corporate Profile


Location Jubail, Saudi Arabia

The majority of countries across the globe are considered to be developing. In many of these countries, the primary objective of the government is to monetize their resource assets to create wealth to develop education, hospitals and infrastructure. The assets held by developing countries were once considered too complex to extract but with new technologies and an increased expectation for global demand they are now attracting international funding. In parallel, investors worldwide are increasingly channeling their investments toward the developing nations to support the projected rapid population growth, demand for materials and increased affluence. Previously, many of the major resource owners were reluctant to undertake multibillion dollar investments in these countries. That is not the case today as the developing world contains most of the world’s untapped resources and continues to provide the majority of the large project opportunities. Across Africa and South America governments are seeking more than a bauxite processing plant, an offshore

platform or a hydroelectric scheme. They seek a range infrastructure and training programs around these specific assets and they are very interested in sustainability and environmental leadership. Central to their need is contractors willing to invest in developing a local business and to remain committed to the local market through all the business cycles. WorleyParsons’ acquisition strategy has supported the need for local operations and over the past two years we acquired Kwezi V3 Engineers in South Africa, CNEC Engenharia in Brazil and increased ownership of our China, South Africa, Saudi Arabia and Bahrain operations. New offices have also been created in Mongolia, Namibia and Ghana. As investment demand shifts from the developed to the developing world, WorleyParsons has an opportunity to capitalize on the strong and expanding position we have in these regions. All of our sectors are making progress in deploying our expertise to support projects in these areas and establish genuine local capability.

WorleyParsons Corporate Profile

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2.0

Hydrocarbons

Oil and gas market dynamics

“The emergence of gas as the primary energy commodity of the future has created exciting challenges and opportunities in our sector.”

Europe

OIL Imports

596.8 91.1

United States of America

OIL Imports

Exports

577.1 103.1 GAS Imports

Exports

93.3 30.3

South & Central America

OIL Imports

Exports

77.7 175.8

major trade movements 2010 oIL

(million tonnes)

20 40 60 80

Brian Evans Managing Director – Hydrocarbons

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WorleyParsons Corporate Profile

gas

(billion cubic meters)

LNG

(billion cubic meters)

100

10 30

10 30

200

50

50

70 300

Exports

90


China

OIL Imports

Exports

294.5 31.4 Russia

OIL Imports

4.8

Exports

421.2

GAS Imports

Exports

32.7 186.5 Japan

OIL Imports

Exports

225.7 14.4 LNG Imports

Exports

93.5 0 Africa

OIL Imports

Exports

43.6 387.2

Middle East

LNG

OIL

Imports

Imports

Exports

0

Exports

21.4 935.9

58.4

GAS

LNG

Imports

Exports

4.9

Imports

54.2

Exports

2.94 100.6

World Liquid fuels production (million barrels per day) OPEC

84.8 34.4

50.4

2007

Non-OPEC

88.7 37.4

51.3

2015

World natural gas production (trillion cubic feet) OECD

97.7

41.2

56.5

2025

110.6

47.0

63.6

2035

106.5 39.5

67.0

2007

Non-OECD

127.0

40.2

86.8

2015

144.9

41.9

103.0

2025

155.4

44.8

110.6

2035

WorleyParsons Corporate Profile

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2.1

Hydrocarbons

Customer  InterOil Corporation and Pacific LNG Operations Project  FLEX LNG’s fixed floating LNG production (FEED)  COUNTRY Papua New Guinea Executing London Office 

• Planned to be the first floating facility to produce LNG • Joint venture with KANFA Aragon

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WorleyParsons Corporate Profile


Floating LNG

The ability to move energy in the form of oil or liquefied natural gas (LNG) has become a critical element of the global economy. As the oil resources base is predicted to decline, we are seeing unprecedented investment in LNG plants and the complementary regasification facilities. In recent years the number of offshore gas discoveries has increased. However, not all offshore discoveries are commercially developed due to the high capital expenditure required to bring gas onshore. Natural gas found in offshore fields is either flared or reinjected into offshore reservoirs. In order to monetize such reserves, several companies have been developing floating liquefaction technology, which allows the offshore liquefaction of natural gas. Such floating LNG (FLNG) production facilities reduce the capital expenditure per ton of LNG produced compared to land based terminals, whose development investment is generally higher. The cost reduction is largely due to the elimination of land based facilities and long, undersea pipelines that are required for these LNG production terminals. Floating LNG projects in Papua New Guinea and Nigeria are expected to commence operations by 2015. To date, very few projects have been awarded in this fledgling industry, which is anticipated be a major component of the global LNG sector. WorleyParsons with our Norwegian partner KANFA Aragon was selected by Samsung Heavy Industries to perform a field specific Front End Engineering Design (FEED) for FLEX LNG’s fixed floating LNG production project for InterOil Corporation and Pacific LNG Operations in Papua New Guinea. Ranhill WorleyParsons, with our Malaysian partner Muhibbah Engineering, is delivering Malaysia’s first LNG Regasification Terminal for Petronas Gas. This LNG regasification facility is the first of its kind, and blends onshore and offshore technologies and design considerations. The facility will include two floating storage units to receive and store LNG, and a regasification unit on the island jetty. The resultant natural gas will be transferred via a new subsea pipeline into Malaysia’s network.

WorleyParsons Corporate Profile

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2.2

Hydrocarbons

Customer  QGC (BG Group) project  Queensland Curtis LNG Island  COUNTRY Australia Executing Brisbane, Melbourne, Offices Singapore and Beijing 

• Engineering and procurement for the upstream gas field • Coal seam gas from the Surat Basin in Queensland

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WorleyParsons Corporate Profile


Unconventional oil & gas

The world has a huge appetite for energy and it is anticipated that consumption will increase by nearly 40% over the next twenty years. The majority of this energy is anticipated to be created from fossil fuel sources – oil and gas. To meet this projected need, gas assets are becoming an increasingly important part of the energy mix for independent and national energy companies. An increasing proportion of this gas portfolio is from unconventional sources – tight gas, shale gas and coal seam methane. Previously considered too complex to recover, these resources are now being liberated through advances in applicable technology such as horizontal drilling and hydraulic fracturing. In many parts of the world, unconventional resources are changing the energy landscape. The United States holds the largest reserve base of unconventional gas and accounts for nearly 36% of the total unconventional reserves base. With an increasing focus towards reducing carbon emission, the unconventional gas market is expected to gain ground. The markets are responding. International oil companies have increased the share of unconventional reserves in their oil and gas portfolios by expanding their presence in unconventional plays globally. China aims to become a significant shale gas producer while Australia aims to become a coal seam methane producer. Four new LNG plants in Australia are underpinned by commercially recoverable unconventional reserves. The technical and societal challenges associated with optimizing these developments include the environmental impact of water management and land access. The industry is nascent and new production processes are emerging that will permit greater certainty around the estimation of reserves. WorleyParsons is currently executing unconventional gas projects, at various stages of development in Australia, Canada, Europe and the USA. This exemplifies the aggregation of WorleyParsons’ global expertise in gas processing, field development planning and execution, water management, pipelines, procurement and project logistics.

WorleyParsons Corporate Profile

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Hydrocarbons

Difficult Oil

2.3

The International Energy Agency (IEA) has estimated a decline in world oil reserves of 8.6% by 2030. Three areas that are on the front line of investment are the deepwater fields off Brazil, the Arctic reserves in Canada and Russia and the oil sands in Canada. The projected oil price over the next twenty years, along with the exhaustion of all “easy oil”, has encouraged independent and national oil companies to invest the substantially greater funds required to monetize these reserves. Brazil, one of the world’s largest consumers of energy, has traditionally been a net crude oil importer. However, technological advancements have led to a series of new deepwater fields being discovered. Increasing domestic oil production is forecast to enable the country to be selfsufficient by 2011 and emerge as a key oil exporter in the future. Most of the country’s oil reserves, run by the national oil company Petrobras, are located in the south east coast offshore Campos and Santos Basins. Most of these fields are deep water offshore oil fields with production of heavy grade oil. The reserves are some of the deepest ever commercialized and will require floating production, storage and off-take vessels (FPSOs). In Brazil, CNEC WorleyParsons is leading our efforts to secure a leadership position in the deepwater market. Our global FPSO and offshore Improve capability and experience provides a strong base to build a dedicated operation supporting the national and international oil companies. The exploration of the Arctic for petroleum is more technically and physically challenging than for any other environment – the depth of the reserves, the unforgiving weather conditions and the threat of icebergs to offshore assets. There are 19 geological basins making up the Arctic region. Some of these basins have experienced oil and gas exploration, most notably the Alaska North Slope where oil was first produced in 1968 from Prudhoe Bay. However, only half the basins – such as the Beaufort Sea and the West Barents Sea – have been explored. Alberta’s oil sands reserves are estimated at 175 billion barrels – deemed economically recoverable with today’s technology. Those reserves place Canada second behind Saudi Arabia in the world ranking of crude oil reserves by country. At current production levels, reserves will sustain production of 2.5 million b/d for over 200 years. Lower production costs have been an important factor driving investment. However, in 1996, the Federal and Albertan governments established generic oil sands fiscal terms to make oil sands investment more competitive with oil developments elsewhere in the world. WorleyParsons Canada is a market leader in the successful commercial development of oil sands and heavy oil projects. Our extensive track record ranges from ongoing brownfield support services, fabrication of well pads, through to the execution of multibillion dollar greenfield developments.

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WorleyParsons Corporate Profile


Customer  MEG Energy project  Christina Lake Phase 2B oil sands plant  COUNTRY Canada Executing Calgary Office 

• 35,000 bpd steam assisted gravity drainage production • Long term relationship with MEG Energy

WorleyParsons Corporate Profile

21


power

3.0

What is our future

OECD Europe

TOTAL ENERGY CONSUMPTION 2005

82.4 2035 OECD North America

10

88.2

20

TOTAL ENERGY CONSUMPTION

40

2005

20

122.4

World total energy consumption by fuel 2005-2035 (Quadrillion Btu)

2035

146.3

Liquids

10

Natural Gas 20

Coal Nuclear Other

40

Africa

TOTAL ENERGY CONSUMPTION

10

15

2005: 45.0 2035: 55.0

2005

Central and South America

17.2

TOTAL ENERGY CONSUMPTION World population average annual percent change 2007-2035 1.7

Non-OECD Africa

1.5

Non-OECD Middle East

1.0

Non-OECD Central and South America

0.9

OECD North America

0.8

Non-OECD Asia

0.2

OECD Europe

-0.1

OECD Asia

-0.2

Non-OECD Europe and Eurasia

2035

2005

29.0

26.0 2035

45.7 2005

2035

World population

World population

World total energy consumption Quadrillion Btu

World total energy consumption Quadrillion Btu

6.5 billion 8.6 billion 427.7 22

WorleyParsons Corporate Profile 243.8

738.7

543.5

427.7 229.0

246.0

297.5

263.2

638.7

375.5


“The global power industry is on the cusp of major change. Traditional solutions will not address the needs of the future.”

Non-OECD Europe and Eurasia

TOTAL ENERGY CONSUMPTION 2005

50.4

20

2035

60.2

Non-OECD Asia

TOTAL ENERGY CONSUMPTION

Non-OECD Europe and Eurasia

2005

TOTAL ENERGY CONSUMPTION

112.6 10

50

20

10

50.4 Middle East

277.3

82.4

TOTAL ENERGY CONSUMPTION

88.2

60.2

2005 20

Non-OECD Asia

TOTAL ENERGY CONSUMPTION

2035

45.7

2005

122.4 Middle East

2035

20

22.8

2035

TOTAL ENERGY CONSUMPTION

40

2005

2035

TOTAL ENERGY CONSUMPTION 2005

OECD North America

10

OECD Europe

20

2035

2005

112.6

10

10

146.3 TOTAL ENERGY CONSUMPTION

50

2035

277.3

2005

22.8

10

15

Central and

2035South America

Africa OECD

10

10

15

Asia

TOTAL ENERGY CONSUMPTION TOTAL ENERGY

TOTAL ENERGY CONSUMPTION

45.7

2005 CONSUMPTION

10

15

17.2 2005

2005

26.0

OECD Asia

TOTAL ENERGY CONSUMPTION

2035

29.0 39.0

2035

45.7

2005

39.0

2035

2035

46.3

46.3

World total energy consumption Non-OECD

OECD

243.8

638.7

543.5

427.8 229.0

738.7 2005

246.0

297.5

2015

263.2

375.5

2025

Chris Ashton Managing Director – Power

738.7

280.7

458.0

2035

WorleyParsons Corporate Profile 280.7

458.0

23


3.1

power

Customer  Victorian State Government project Advanced Metering  COUNTRY Australia Executing Melbourne Office 

• Cost benefit analysis of the AMI program • Supporting consumers to effectively manage their energy consumption

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WorleyParsons Corporate Profile


Smart Energy

A growing trend across the developed world is to integrate the power chain and to permit technology to optimize the utilization of current power systems. Smart grids are electricity networks capable of intelligently integrating the behavior and actions of all connected users – generators through to consumers – in order to efficiently deliver sustainable, economic and secure electricity supplies. A smart grid is facilitated by a communications architecture enabling full integration of all functional aspects of the power system (fuel supply, generation, energy storage, transmission, distribution, and the consumer) with its support functions such as operations, markets and service provision. A smart grid employs innovative products and services together with intelligent monitoring, control, communication, and self healing technologies. Its aim is to allow consumers, network owners and operators to play a part in optimizing the operation of the system, significantly reduce environmental impact, and to further enhance the existing high levels of system reliability, quality and security of supply. Ultimately the utilization of this technology is anticipated to slow the rate of demand growth and associated emissions. Energy supply and reliability continue to be a major focus for all resource companies. The reliability of power supply is one of the greatest risks and the cost is one of the largest costs to any hydrocarbon, mining or mineral processing asset owner. This exposure drives businesses to investigate and invest in strategies to deliver long term sustainable solutions. WorleyParsons strong reputation and relationship base positions us well to support Smart Energy initiatives currently being developed by the complex industrial and energy sectors along with developing communities.

WorleyParsons Corporate Profile

25


3.2

power

The world entered 2011 with 440 nuclear reactors operating with total capacity of 377 Gigawatts in 30 countries with a further 66 reactors under construction. This trend accounts for the so – called “nuclear renaissance”.

nuclear

The European Commission states that nuclear energy is the only electricity generation method which manages to meet almost a third of Europe’s demand using 18% of the total installed capacity on the continent. Nuclear power provides for half of the base load in the European Union and 20% of capacity in the United States. The large number of older operating power units (as many as 80%) provides another reason for the rising interest in new nuclear build in the developed world.

26

However, new projects are moving from the developed to the developing world. The newcomers play a key role in the development of the industry including many Middle Eastern and Asian countries like UAE, Egypt, Jordan, Saudi Arabia, Indonesia, Singapore, Vietnam, Malaysia and Thailand. New projects are on the agenda of countries like the Czech Republic, Bulgaria, Slovakia, Poland and Romania and projects in Armenia, Turkey, China, Korea, India, France, Finland, Brazil, Russia, the USA and the UK are moving ahead. Due to the recent Fukushima incident, the global nuclear industry has focused on the capabilities of existing and future nuclear units to “survive” extreme natural events. It is likely that units at the end of their lifecycle will be permanently shut down. Operating costs for some other nuclear plants are likely to rise, mainly due to the need for additional safety measures. It is anticipated ongoing projects with Gen III/III+ designs will demonstrate a qualitatively higher level of reliability if experiencing similar incidents. WorleyParsons is currently providing program management for new build units in Bulgaria, Slovakia, Armenia, Jordan and Egypt. Feasibility studies are being executed in Slovenia and Russia. Support services are being provided to operating plants in the USA, Slovenia, Sweden, Bulgaria and Canada.

WorleyParsons Corporate Profile


Customer  Akkuyu NGS Elektrik Üretim Anonim Şirketi project  Akkuyu nuclear power plant COUNTRY Turkey Executing Sofia Office 

• Turkey’s first nuclear power plant • Consultancy services for the 4,000 MW plant

WorleyParsons Corporate Profile

27


3.3

power

Customer  Loy Yang Power project  Power station and mine COUNTRY Australia Executing Melbourne, Offices  Sydney

• Providing one third of Victoria’s electricity needs • Five year agreement to provide upgrade and maintenance services

28

WorleyParsons Corporate Profile


Coal fired power will remain a dominant source of generation capacity for the next decade. Most western regions have not recovered their pre-financial crisis level of electricity demand. Any additional renewable capacity will require existing fossil plants to accommodate this change. This creates new challenges for the owners of both coal and gas fired assets.

Fossil Fuel IMPROVE

Current global economic and political uncertainty has impacted many projects delivering performance upgrades, and uncertainty with regard to air and water emissions legislation has delayed major retrofit projects. Utilities across the world are seeking ways to best utilize their existing fleet of plant. To enable this to occur, many are restructuring their organizations, divesting assets, exploring service provider alternatives and determining their “sweet spot” across the entire energy value chain. The solutions power customers seek in this particular business are diverse. WorleyParsons’ engagement with customers extends from engineering, maintenance, outages, and full plant operations and maintenance support through to retrofit projects like air quality control. Our ability to offer tailored and broad solutions, maintain diverse technology experience and independence, and work collaboratively with customers through long term agreements is central to our offer in the power industry. WorleyParsons is supporting a range of customers in addressing the challenges associated with fleet performance optimization including Tennessee Valley Authority, Arizona Public Service, Los Angeles Power and Water, and UCLA in the USA, Fellside in the UK, Ontario Power in Canada along with Verve Energy and Loy Yang Power in Australia. Our provision of maintenance, outages and project services to Tennessee Valley Authority’s coal and hydro fleet has been in place for 20 years. Our team’s ability to deliver industry best practice and achieve an exemplary safety record has been pivotal in maintaining a long term relationship.

WorleyParsons Corporate Profile

29


minerals & metals

4.0

Previously stranded resources now coming to market

“Innovation, access to skilled resources and engagement with local communities are increasingly important factors in successful project development.”

Major Committed and Potential Development Projects (expected Total Installed Cost >$US 1bilLION) Coal

Light Metals

Iron Ore

Fertiliser

Base Metals

Other

Projected Investment to 2020 Mark Southey Managing Director – Minerals & Metals

m = Million b = bILLION Less than $500m $500m — $2b $2b — $10b $10b — $20b Greater than $20b

30

WorleyParsons Corporate Profile

Developed Developing World World


increasing intensities driven by a demand shift for commodities

Commodity Intensity1

Late-cycle commodities, eg. platinum, nickel

India

China

US

GDP ~$3.2 k/capita

GDP ~$7.3 k/capita

GDP ~$42.0 k/capita

0

10

100

75

50

Mid-cycle commodities, eg. copper, lead, zinc Early-cycle commodities, eg. steel, iron ore Source: IMF, USGS, CIA Factbook Stylised intensity curves based on developed countries, Indexed to 100 at maximum

1

25

0 5

15 20 25 30 35 40 45

50

GDP per capita (real, 2005 $US)

WorleyParsons Corporate Profile

31


minerals & metals

pIT TO PORT

4.1

32

WorleyParsons Corporate CorporateProfile Profile

Across the developing world countries are seeking access to stranded iron ore to support steel production and coal to support energy requirements. Industry analysts predict West Africa could produce around 10% of the world’s iron ore supply, of a similar grade to Australian and Brazilian deposits. The industry leaders BHP Billiton, Rio Tinto, Vale and Chinalco have announced planned expenditure of around $10 billion on projects in West Africa. Coal’s continuation as a cost efficient energy fuelof-choice for many countries has led to further investment in known, but previously stranded, resources. For example, Mongolia has proven reserves of 12 billion tonnes of coal. A number of developing countries with extensive coal deposits also have similar challenges to Mongolia where a lack of infrastructure limits the exploitation of the assets. The mining and material handling aspects of these projects are complex and well known. Invariably, there are unique infrastructure challenges including the development of rail and port facilities, power and water management, environmental considerations and the creation of an efficient logistics network. WorleyParsons has led our industry in creating innovative design and project execution strategies to meet the challenges associated with stranded iron ore and coal deposits. A dedicated team has completed twenty Pit to Port studies for customers in Africa, Middle East, Australia and South America. This innovative track record includes the successful deployment of the first preassembled Transfer Station at Fortescue Metals’ marine offloading facility in Port Hedland for their T155 expansion.


Customer Consortium of eight coal companies project Wiggins Island Coal Export Terminal Stage 1 (WICET) COUNTRY AUSTRALIA Executing Brisbane, OfficeS Gladstone

• Procurement and construction management services • Stage One will deliver 27 million tonnes per year of export capacity

WorleyParsons Corporate Profile

33


4.2

minerals & metals

Customer Anglo American project EPCM Global framework agreement COUNTRY GLOBAL Executing Australia Office 

• Supporting the “One Anglo” initiative • Optimizing supply chain effectiveness

34

WorleyParsons Corporate Profile


Global Project Delivery

Over the last decade the Minerals and Metals industry has been characterized by globalization and consolidation. There is now a clear delineation between major customer groups with a limited number of global mining houses occupying one end of the spectrum, some large pure play miners, a number of large regional producers and hundreds of juniors. Projects have become more complex, competition for the investment dollar is significant and global economic uncertainty has added volatility to the mix. Owners who can efficiently commercialize world class resources across a range of commodities irrespective of location are anticipated to be the ones most likely to succeed. Some of the challenges faced when developing assets in remote and rural locations are inadequate infrastructure (inc. water and waste water, power, roads and bridges), a lack of available skilled resources and successful stakeholder engagement. Innovation is proving critical to successful project delivery around the globe. Some large mining companies are investing in developing long term relationships with their project delivery providers. If structured effectively and with appropriate companies, synergies can be captured in areas such as speed to market, resource and skill security, globally consistent outcomes and positive engagement with local stakeholders. Other companies are focusing on the integration of preassembled facilities and modularization as a key part of their project execution strategy. This is enabling greater certainty in terms of schedule and cost, increased labour productivity, increased site safety performance and the possibility of fast track development. In response to these trends WorleyParsons has developed long term agreements with several global minerals and metals companies including – Vale, Anglo American, BHP Billiton Iron Ore, Rio Tinto and Xstrata. Furthermore we are actively engaged in innovative project delivery through the design, engineering, procurement and construction management of Vale’s S11D Iron Ore Facility 2000km North of Sao Paulo.

WorleyParsons Corporate Profile

35


minerals & metals

Asset Management

4.3

36

WorleyParsons Corporate Profile

Asset intensive industries require management services that provide a balanced, strategic approach to ensure assets are managed to deliver the most for their business. The minerals and metals sector is capital intensive so the owners are vigilant in their quest for productivity gains and higher plant reliability at a lower operating cost from existing assets. In the mining sector, many of the players are calibrating their production according to demand so capital efficiency and productivity underpins their profitability. An asset management approach increases productivity through increased throughputs and decreasing unit costs – component parts have a longer life span with greater availability and reliability. The cost reduction from minimization of replacement parts makes a tangible difference to the bottom line. WorleyParsons is in a unique position within the market to integrate operational readiness and reliability into project delivery. We integrate the asset management process during the Front End Engineering and Design (FEED) process and throughout the total life cycle of a project to encourage operational readiness and reduce equipment costs. Through our work with Tomago Aluminium, WorleyParsons delivered the “Nano Project Delivery Process” (NPD). It optimizes delivery of small capital projects and has resulted in a 60% reduction in cycle time and a 32% reduction in engineering costs for Tomago. BHP Billiton’s ISA process assessed WorleyParsons’ work at Worsley Alumina as “Top Quintile” for project deployment and rated as best practice in Investment Process Owner Buy-in, Project Recognition, and Front End Loading.


Customer KCM SA project  Owner’s Engineer integrated services contract COUNTRY Bulgaria Executing Sofia, Offices Adelaide

• Supporting the development of new lead plant • Addressing environmental challenges

WorleyParsons Corporate Profile

37


5.0

Infrastructure & Environment

World water management

“Global pressure on water supplies is increasing. Access, depletion, treatment and remediation of water supplies will receive increasing scrutiny.”

Gordon Cowe Managing Director – Infrastructure & Environment

locations of PROJECTS BEING DEVELOPED BY global diversified resource leaders The World’s Freshwater Supplies projection for 2025 Annual renewable supplies per capita per river Basin (m3 per capita) 500 Scarcity

38

WorleyParsons Corporate Profile

1000 1700 4000 10000 Stress

Sufficient quantities


km3

Assessment

km3

Forecast

3200 2800 2400

Withdrawal Consumptive use Returns and waste

700 600

2000

500

1600

400

1200

300

800

200

400

100

0

km3

1925

1950

1975

2000

2025

km3 Assessment

km3 Forecast

Assessment

Assessment km3 Forecast

km3 Forecast

Forecast Assessment

1600

800

2800 2400

Withdrawal 1400 Consumptive use 1200 Returns and waste

Withdrawal 700 Consumptive use 600 Returns and waste

2000

2000

1000

500

500

1600

1600

800

400

400

1200

1200

600

300

300

800

800

400

200

200

400

400

200

100

100

0 1950

0 1950 2025

2400

Withdrawal Consumptive use Returns and waste

0 1900

1925

1950

1975

2000

0 2025 1900

1925

1900 1975

1925

1950

1975

1925 2000

Assessment

Forecast

800 Withdrawal Consumptive use Returns and waste

1975 1900

2000 1925

2025 1950

700 600

1975

2000

Withdrawal Consumptive use Returns and waste

0 2025 1900

1925

1950

1975

2000

2025

WorleyParsons Corporate Profile km3

Assessment

km3 Forecast

Assessment

2000

Industrial

3200

2800

Withdrawal Consumptive use Returns and waste

1900

Domestic

3200

Forecast

0

Changes in global water use by sector 1900

Agricultural

Assessment

800

Forecast

39

2025


5.1

Infrastructure & Environment

Customer  Confidential Project  Coal Mine brine management strategy COUNTRY Confidential Executing Sydney Office 

• Strategy to deal with seepage post prolonged high rainfall period • Dewatering increased by 33%

40

WorleyParsons Corporate Profile


water security

Growth of the global economy and increased consumption is fuelling the demand in the energy (hydrocarbons and electricity) and mining (coal, iron ore) industries which in turn drives those industries to seek additional secure water supplies. Water scarcity is becoming an increasing concern in many parts of the world and is forecast to increase as population growth and increasing urbanization and improved living standards place competing demands on available resources. The number of businesses with water security is declining and this trend is anticipated to continue. Owners are challenged by the complexity and uncertainty associated with issues such as: • Financial, social and environmentally sustainable water treatment and disposal methods. • Sustainable methods for disposal of excess and produced waters. • Whole of life solution for water and wastewater management including end of life strategies. • Management of salts and other components of water and wastewater streams. • Adaptation to climate change, in particular greater intensity of storm events. WorleyParsons is increasingly being sought by resource and energy companies a key partner for all water related issues. This approach eliminates the often ad hoc approach to water management arising at project level, and enables the development of long term strategies to oversee the full asset requirements and obligations through a portfolio of projects. Our close connection to, and understanding of, the hydrocarbons, mining and power sectors, along with our global footprint, provides both a macro and nano perspective of water management issues. WorleyParsons’ strong track record in delivering innovative solutions utilizing pipelines, groundwater and membrane technologies, and sustainability modeling has proven to be pivotal in designing water security solutions for customers.

WorleyParsons Corporate Profile

41


5.2

Infrastructure & Environment

Customer  Port Metro Vancouver Project  Container Capacity Improvement Program COUNTRY Canada Executing Vancouver Office 

• Canada’s largest and busiest port • Delivering the most efficient ship-to-rail designs of any port in North America

42

WorleyParsons Corporate Profile


Future ports

Global growth in shipping of both containerized goods and bulk commodities is expected over the next decade, particularly in developing countries within Sub Saharan Africa and Latin America. The traditional routes and hubs are becoming less relevant as the balance of consumption shifts toward the developing countries. As a result, transport and supply chain leaders need to rethink existing resource and freight logistic paradigms and the role of the primary interface – marine ports. The extent of automation of container and bulk handling terminals will become a critical factor in long term viability of operators. Terminals will need to adapt to the new class of container vessels and need to redesign their Ship to Shore cranes to accommodate future requirements. WorleyParsons is working with owners and operators to optimize these designs for implementation. A new class of bulk carrier will potentially require ports to be built at over 10 kilometers from the shoreline. Economically, such ports become challenging to build with existing widely acceptable marine structures and construction techniques. Port locations are also adapting to new industry demands. The hydrocarbons industry has accelerated its entry to the Arctic to tap previously untouched reserves of oil and gas. This investment shift to the north will require Arctic ports positioned in a very hostile environment where ice management is a critical consideration. Port and terminal design minimizing the impact on the pristine environment in the Arctic will be expected by all the stakeholders. Creating these assets in weather dependent constrained construction windows is an additional challenge. WorleyParsons’ extensive experience in all forms of marine development, comprehensive understanding of the needs of the resource industry, and track record in remote and harsh climate project execution provides a strong basis to create innovative Ports of the Future solutions.

WorleyParsons Corporate Profile

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Infrastructure & Environment

Restoration

5.3

The volume of built infrastructure associated with the global energy and resources industry is significant. In the United States alone, it is estimated there are 4,000 offshore platforms, 150 refineries, 350,000 oil wells (on/offshore), 450,000 natural gas wells (on/ offshore), 6,500 power plants and 100 nuclear reactors. WorleyParsons’ restoration expertise helps our customers identify, assess and implement longterm sustainable solutions for facility end-of-life challenges, brownfield developments and in response to catastrophic events. We analyze risks and develop strategies for each asset class by examining the economic, environmental and community implications of holding the asset and its associated liabilities or preparing it for closure and/or redevelopment. There will be an accelerated need for upstream oilfield restoration, offshore platform decommissioning, refinery decommissioning and remediation, mine site closure and reclamation and industrial precinct restoration and brownfield redevelopment. Oil sands tailings ponds and power plant security have been major areas of focus across the industry. The nuclear power plant D4 industry (Deactivation, Decommissioning, Demolition and Decontamination) is well established and anticipated to grow. Addressing dynamic regulatory requirements and increasing expectations of stakeholders is complex and strategy development is challenging. Customers face considerable challenges from the costs and scheduling risks created by approval and regulatory hurdles, the limited site selection options, and the harnessing of potential synergies. WorleyParsons understands these challenges, assesses risks and opportunities associated with the asset portfolio, and creates effective and achievable outcomes. Customers worldwide value WorleyParsons’ integration of consulting, project execution and program management. The benefits of this model are the ability to interface with our customers at a high level, develop the end-of-life strategies and master plan with them, identify risks and opportunities related to the options and manage the delivery of the series of projects required to meet business objectives. We have the ability to integrate our inhouse broader technical and business advisory practice and a broad program management capability.

44

WorleyParsons Corporate Profile


Customer  BP Project  North American Environmental Consulting & Engineering Services COUNTRY USA, Canada Executing Long Beach, Houston Offices Calgary, Vancouver 

• Optimize environmental spend & contractual risk • 3 year North America agreement

WorleyParsons Corporate Profile

45


Bibliography

6.0

Hydrocarbons P.14, 15

• BP Statistical Review of World Energy 2011, P.19, 28, 29 • International Energy Outlook 2010, ©U.S. Energy Information Administration, P.24, 46 • Christina Lake. Image courtesy of ConocoPhillips

P.21

• Bunkers are not included as exports. Intra-area movements (for example, between countries in Europe) are excluded • Flows are on a contractual basis and may not correspond to physical gas flows in all cases. Includes re-exports from US and Belgium

Note

POWER P.22, 23

• International Energy Outlook 2010, ©U.S. Energy Information Administration, P.146, 147, 159 • United Nations, Department of Economic and Social Affairs, Population Division, Population Estimates and Projections Section, esa.un.org • World Energy Outlook 2010, ©OECD/IEA, 2010

Note

• Energy totals include net imports of coal coke and electricity generated from biomass in the United States. Totals may not equal sum of components due to independent rounding. The electricity portion of the national fuel consumption values consists of generation for domestic use plus an adjustment for electricity trade based on a fuel’s share of total generation in the exporting country

minerals & metals P.30, 31

• WorleyParsons’ data • Increasing intensities driven by a demand shift for commodities Source: IMF, USGS, CIA Factbook

Infrastructure & Environment P.38, 39

P.42

46

• UNEP/GRID-Arendal, www.grida.no • www.bhpbilliton.com • www.bp.com • www.exxonmobil.com • www.riotinto.com • www.shell.com • www.vale.com • Image courtesy of Port Metro Vancouver

WorleyParsons Corporate Profile


Regional Definitions The six basic country groupings used in this report (P.14, 15, 22, 23) are defined as follows:

• OECD (18 percent of the 2010 world population) •N  orth America — United States, Canada, and Mexico; • OECD Europe — Austria, Belgium, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Poland, Portugal, Slovakia, Spain, Sweden, Switzerland, Turkey, and the United Kingdom; • OECD Asia — Japan, South Korea, Australia, and New Zealand.

• Non-OECD (82 percent of the 2010 world population): • Non-OECD Europe and Eurasia (5 percent of the 2010 world population) — Albania, Armenia, Azerbaijan, Belarus, Bosnia and Herzegovina, Bulgaria, Croatia, Cyprus, Estonia, Georgia, Kazakhstan, Kyrgyzstan, Latvia, Lithuania, Macedonia, Malta, Moldova, Montenegro, Romania, Russia, Serbia, Slovenia, Tajikistan, Turkmenistan, Ukraine, and Uzbekistan; • Non-OECD Asia (53 percent of the 2010 world population) — Afghanistan, American Samoa, Bangladesh, Bhutan, Brunei, Cambodia (Kampuchea), China, Cook Islands, Fiji, French Polynesia, Guam, Hong Kong, India, Indonesia, Kiribati, Laos, Macau, Malaysia, Maldives, Mongolia, Myanmar (Burma), Nauru, Nepal, New Caledonia, Niue, North Korea, Pakistan, Papua New Guinea, Philippines, Samoa, Singapore, Solomon Islands, Sri Lanka, Taiwan, Thailand, Timor-Leste (East Timor), Tonga, U.S. Pacific Islands, Vanuatu, Vietnam, and Wake Islands; • Middle East (3 percent of the 2010 world population) — Bahrain, Iran, Iraq, Israel, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Syria, the United Arab Emirates, and Yemen; • Africa (14 percent of the 2010 world population) — Algeria, Angola, Benin, Botswana, Burkina Faso, Burundi, Cameroon, Cape Verde, Central African Republic, Chad, Comoros, Congo (Brazzaville), Congo (Kinshasa), Côte d’Ivoire, Djibouti, Egypt, Equatorial Guinea, Eritrea, Ethiopia, Gabon, The Gambia, Ghana, Guinea, Guinea-Bissau, Kenya, Lesotho, Liberia, Libya, Madagascar, Malawi, Mali, Mauritania, Mauritius, Morocco, Mozambique, Namibia, Niger, Nigeria, Reunion, Rwanda, Sao Tome and Principe, Senegal, Seychelles, Sierra Leone, Somalia, South Africa, St. Helena, Sudan, Swaziland, Tanzania, Togo, Tunisia, Uganda, Western Sahara, Zambia, and Zimbabwe. • Central and South America (7 percent of the 2010 world population) — Antarctica, Antigua and Barbuda, Argentina, Aruba, The Bahamas, Barbados, Belize, Bolivia, Brazil, British Virgin Islands, Cayman Islands, Chile, Colombia, Costa Rica, Cuba, Dominica, Dominican Republic, Ecuador, El Salvador, Falkland Islands, French Guiana, Grenada, Guadeloupe, Guatemala, Guyana, Haiti, Honduras, Jamaica, Martinique, Montserrat, Netherlands Antilles, Nicaragua, Panama, Paraguay, Peru, Puerto Rico, St. Kitts-Nevis, St. Lucia, St. Vincent/ Grenadines, Suriname, Trinidad and Tobago, Turks and Caicos Islands, Uruguay, U.S. Virgin Islands, and Venezuela. In addition, the following commonly used country grouping is referenced in this report:

• Organization of the Petroleum Exporting Countries (OPEC) Algeria, Angola, Ecuador, Iran, Iraq, Kuwait, Libya, Nigeria, Qatar, Saudi Arabia, the United Arab Emirates, and Venezuela.

WorleyParsons Corporate Profile

47


Corporate Information WorleyParsons Limited ACN 096 090 158

COMPANY SECRETARY Peter Janu

REGISTERED OFFICE Level 12 141 Walker Street North Sydney NSW 2060

AUDITORS Ernst & Young

BANKERS HSBC Royal Bank of Scotland Westpac Banking Corporation JPMorgan Chase Commonwealth Bank of Australia Royal Bank of Canada Bank of America UBS Standard Chartered Bank

LAWYERS Freehills

SHARE REGISTRY Computershare Investor Services Pty Limited Level 3, 60 Carrington Street Sydney NSW 2000 Australia Ph: 1300 855 080

Produced by WorleyParsons Global Marketing and Research Designed by walterwakefield.com.au


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Profile for WorleyParsons

WorleyParsons Corporate Profile  

The WorleyParsons Corporate Profile provides our stakeholders with a succinct summary of some of the trends that are occurring within the re...

WorleyParsons Corporate Profile  

The WorleyParsons Corporate Profile provides our stakeholders with a succinct summary of some of the trends that are occurring within the re...

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