BHP Petroleum and Woodside Petroleum merged in June 2022 to become Woodside Energy (WE). Our Climate strategy is integral to our company strategy to thrive through the energy transition by building a low-cost, lower-carbon, profitable, resilient and diversified portfolio. Key elements include reducing net equity Scope 1 and 2 greenhouse gas (GHG) emissions, through Operate Out, Design Out and Carbon Offsets and reducing Scope 3 GHG emissions. The International Operations (IO) pillar of Woodside Energy comprises legacy BHP Petroleum assets in Trinidad and Tobago (T&T) and Gulf of Mexico (GOM) with the Sangomar project, offshore Senegal (legacy Woodside Petroleum), to be added by the end of 2023. Even though the T&T and GOM assets previously monitored and reported GHG emissions, these assets had to comply with WE’s climate commitments post-merger. New requirements include formal decarbonization plans, reporting of net equity GHG emissions (inclusive of Non-Operated Joint Ventures), Scope 3 GHG emissions reporting and requirements under OGCI Near Zero Methane by 2030 and World Bank Zero Routine Flaring Initiative by 2030. IO’s on-going journey to lower carbon is underpinned by our human expertise focused on both the “what” and the “how”. WE Climate targets provide the overarching framework and seven IO Climate Workstreams (1. Targets & KPIs, 2. Decarbonisation Plans, 3. External OGCI and World Bank Initiatives, 4. Calculations, Tracking and Reporting, 5. Culture & Mindsets, 6. Scope 3: Suppliers & Contractors and 7. Climate Physical Risk Assessment) which were established with robust workplans providing further structure. An overall IO Climate Focal Point was appointed to support the seven workstreams and be the bridge to the Perth based Corporate Climate Team. Taking advantage of the development opportunities, individuals were intentionally placed as workstream leads and team members to increase exposure and networking, leveraging cross-pollination within the newly merged organization. Despite challenges posed by the integration of two existing operating systems, disparate time zones and competing priorities, synergistic outcomes have been realized through the persistent hard work and dedication of our people. A prime example is the development of the IO Decarbonization Plan that began with collaborative, multidisciplinary workshops based on out of the box thinking with no pre-conceived biases that resulted in over 150 initiatives being generated. High-grading and further assessments (GHG/Energy savings, cost, technical implementation) were completed and final project nominations within the IO Decarbonization Plan submitted to the Corporate Climate team. Collaboration with our key suppliers and contractors focusing on reduction of IO’s Scope 3 GHG emissions (mainly marine and helicopter operations) are on-going. IO is also building a Climate Culture throughout the entire workforce, using the example of our robust Safety Culture. IO continues to not only raise Climate awareness through knowledge empowerment but in the continuous pursuit of process efficiency and savings, our operational discipline is strengthened to achieve lower cost and lower carbon operations. WE’s aspiration to Net Zero operations by 2050 is challenging but the ingenuity and innovation of our workforce and contractors not only create the pathways but are critical in navigating this often-changing landscape.