Reconciliation Action Plan: 2015 and Final Report

Transcription

1 Reconciliation Plan: 2015 and Report

2 ii Front cover artwork: Acknowledging Country Broome Yawuru BIRLIN BIRLIN, BY ALLERY SANDY Long ago, Law Ceremony started on the top end of Fortescue (river). It s a place called Birlin Birlin. Today, the Yindjibarndi tribe go to (the) law ground every year and still carry the Birdarra ceremony, sharing with other tribes. We acknowledge the unique relationships that Indigenous people and communities have to land and sea, and pay our respects to Elders, past and present. Woodside s headquarters in Perth, Western Australia, are located on Wadjuk Noongar country. Karratha Ngarluma Roebourne WESTERN AUSTRALIA At the Birlin Birlin, where it all began, you can see where the dance began, the morning star and the footprints in the rock. Many have seen this place. The Elders that tell the story have walked in this country with their families. Passing on these stories keeps us strong and our culture alive. We maintain representative offices in Karratha and Roebourne, on Ngarluma country in the Pilbara region of Western Australia, as well as on Yawuru country in the Kimberley town of Broome. Perth Wadjuk About Woodside ABOUT ALLERY SANDY Allery Sandy is the daughter of Sandy Andrews and Lila King. She was born in Roebourne, the fourth of eleven children. She has two daughters and a son Joanne, Donna and Bobby Willis. Allery started painting in February 2006, enrolling in short courses. She has a natural talent that has progressed very quickly. Allery loves to paint the landscape of her country: the bush seeds, its creeks and rivers, wildflowers in season and trees. Allery loves to tell stories that were told to her by her father and grandfather. In 2014, Allery was both a performer and Yindjibarndi language and cultural adviser for the play, Hipbone Sticking Out. This production was created by the residents from Roebourne, with support from the Woodside-funded Conservation Agreement. Hipbone Sticking Out played to critical acclaim in Roebourne, Perth, Canberra and Melbourne. Woodside is an Australian oil and gas company with a global presence, recognised for its world-class capabilities as an explorer, a developer, a producer and a supplier. We are Australia s most experienced liquefied natural gas (LNG) operator and largest independent oil and gas company. Wherever we work, we are committed to living our values of integrity, respect, discipline, excellence, working together, and working sustainably. Our operations are characterised by strong safety, environmental and social performance in remote and challenging locations. Terminology When communicating with a wide audience, Woodside uses the term Indigenous, in keeping with accepted international practice. In this Reconciliation Plan (RAP), the use of Indigenous is intended to be inclusive of Aboriginal and Torres Strait Islander Australians. We recognise that meaningful long-term relationships with communities are fundamental to maintaining our licence to operate, and we work to build mutually-beneficial relationships across all locations where we are active. Our proven track record and distinctive capabilities are underpinned by 60 years of experience, making us a partner of choice. Our mission is to deliver superior shareholder returns, through realising our vision of becoming a global leader in upstream oil and gas. When communicating within a specific region, we defer to the protocols advised by local Traditional Owner groups.

3 Woodside Reconciliation Plan 2015 AND FINAL REPORT 1 CEO message Overview of final results I am pleased to present Woodside s final report under our Reconciliation Plan. When launching this RAP, I set the challenge to our people to build results over a longer period of time. Success would require us to expand business ownership of the RAP, making sure efforts were being sustained across the company. Staying on course and performing strongly against so many of our 82 goals indicates that we have been able to meet this challenge. The RAP is an example of the value we place as a company on doing what we say we will do. For the goals that we didn t meet, we can point to the progress we did make. Some activities committed to in 2011 became redundant over time, though we were often able to pursue new opportunities that met the same intent. We ve also been able to reflect on the benefits and challenges a longer timeframe poses. These reflections have informed the other significant piece of RAP-related work in 2015: developing our third RAP, to take us into 2016 and beyond. I am looking forward to the next stage of our reconciliation journey - doing what makes a demonstrated difference. PETER COLEMAN Woodside Woodside s second RAP set out 82 measurable goals to be met by the end of 2015, spanning themes of Respect, Relationships and Opportunities, as well as commitments to Keeping the RAP Alive. We met, or performed above expectations, for 67 of these goals. Highlights include: 11 goals exceeded 56 goals met 5 goals showed progress, but fell short of target 10 goals redundant Awarding more than triple the expected number of new contracts to Indigenous businesses (177, compared with our goal of 50). See our case study on page 3. Successfully launching the Woodside community scholarship program at St Catherine s College, with ten recipients. See our case study on page 13. The Yijala Yala Project, a collaboration between Big hart and the Roebourne community, produced original, community-generated stories in a range of innovative formats about local people and culture. A digital comic (Neomad), the Murru album of local songs and the Hipbone Sticking Out theatrical performance were showcased to national and international audiences. There were five goals where activity and progress was demonstrated, but fell short of the stated aspiration: We increased our directly employed Indigenous workforce by almost 80% over the life of the RAP. The Indigenous share of our workforce is now 2.7%, compared with our goal of 3.3%. We increased the membership of our staff Reconciliation Interest Group by 44%, compared with our goal of a 100% increase. Our Perth-based Indigenous staff collegiate was re-named in the language of the local Noongar people (Doynj Doynj Korliny walking together ), and met every year, though not always on the quarterly basis committed to in the RAP. We have supported The Aurora Project to run a Western Australian pilot program of The Aspiration Initiative, guiding a cohort of 30 students through high school and into university. At present, the cohort has 23 students, and not all are on a university pathway. Public lectures in conjunction with Noongar community organisations did not take place annually. Ten of the goals set in 2011 became redundant over time, as strategies and priorities changed for Woodside and our partners: Four of these goals were contingent on an onshore development option going ahead in the Kimberley region of Western Australia for the Browse Basin resources. In 2013, Woodside found that an onshore development was not commercial, and the Browse Joint Venture later selected an offshore, floating LNG concept for further development. For other redundant goals, an alternative activity that met the intent behind the original RAP commitment often took place. Please see the Table of Outcomes from page 6 for more detail on our performance against each goal.

4 2 Delivering major commitments Among the 82 goals, the RAP identified 29 as major commitments, for particular focus. 4 Commitment: Measurable goal Respect Relationships Opportunities 1 Triple our directly-employed Indigenous workforce between 2009 and Indigenous share of Woodside workforce equals Indigenous share of the WA population (3.3%) Indigenous employment opportunities during the Browse LNG Development construction phase community training opportunities through the Warrgamugardi Yirdiyabura (WY) program. results 92 direct employees, against goal of 96. The number of directly employed Indigenous employees decreased from 99 to 94 during 2015, and represented 2.7% of the workforce. Over the course of the RAP, the directly employed Indigenous workforce increased by 42, or 80%. After completing the necessary evaluations, Woodside found that the onshore development concept did not meet commercial thresholds to proceed to the construction phase. The Browse Joint Venture later selected offshore, floating LNG as the preferred concept for further development work. Woodside continues to support training and employment for Kimberley Indigenous people. Ten opportunities in over the life of the RAP staff to attend cultural awareness training. 268 employees completed training in 2015, taking the cumulative total to staff to complete mentor training. 40 staff attended across two sessions in % increase in Reconciliation Interest Group (RIG) membership. RIG membership stands at 219, a 44% increase over the life of the RAP contracts, with year-on-year growth in value, to Indigenous enterprises. 40 contracts awarded in 2015 with an increase in overall contract value from Indigenous enterprises to receive micro-finance support through Many Rivers. 10 Support the Kimberley Aboriginal Law and Cultural Centre (KALACC) with a repatriation program and cultural camps for Kimberley youth. 177 contracts since the RAP began. Many Rivers has provided micro-finance support to 79 Indigenous enterprises in the West Pilbara, Perth and West Kimberley regions of Western Australia since the RAP began. Both programs were completed in Facilitate the delivery of Conservation Agreement projects. Support for six projects continued in 2015, as recommended by the independent Rock Art Foundation Committee: Murujuga Rangers, Ranger Governance, Murujuga Cultural Management Plan, Digital Dreamtime Project, Women in the Picture Project, and Yijala Yala. 12 Over 200 Indigenous students to participate in science and engineering education camps Indigenous students supported through high school and first-year university through the Aurora Foundation s The Aspiration Initiative. 233 Indigenous high school students (42 in 2015) participated in either the Engineering Aid Australia summer camp at Curtin University, or the July holiday science camps run by the School of Indigenous Studies at the University of Western Australia. The program started with 30 in the cohort, which had fallen to 23 at the end of 2015.

5 Woodside Reconciliation Plan 2015 AND FINAL REPORT 3 Measurable goal 14 Ongoing support for at least 100 Indigenous students to participate in the Clontarf Foundation academies Indigenous students to participate in the Polly Farmer Foundation s Follow the Dream program. results Participation levels were sustained above 100 for the duration of the RAP (124 in 2015), except for a shortterm fall when Clontarf closed the Roebourne Academy in Q Participation levels were sustained above 50 for the duration of the RAP (121 in 2015). 16 Support the implementation of a Kimberley-based literacy program. Woodside supported the Reading Recovery program Indigenous students with Woodside cadetships. 31 Indigenous students received Woodside cadetships over the life of the RAP. 18 Ten Indigenous students with community cadetships (since renamed as community scholarships). Ten scholars currently in the program, with a further five recipients to commence study in Five exhibitions for Roebourne artists in Perth. The Ngurra Nyingu ( we are from this country, in the language of the Ngarluma people) exhibition has been held at the Woodside Plaza building in Perth each year over the life of the RAP. 20 Support Big hart to work with the Roebourne community to perform an original community-generated story. 21 Support National Aboriginal and Islander Day of Observance Committee (NAIDOC) Week celebrations in three Western Australian regions each year. 22 Support over 100 Indigenous people to participate in the South West Aboriginal Land and Sea Council s (SWALSC s) Community Leadership Course. 23 Support the development of the Emerging Noongar Leadership Program. Hip Bone Sticking Out, a community-created theatre piece, played in Canberra in 2013, and Roebourne, Perth and Melbourne in Funding and in-kind logistics support has been provided annually in Perth, the Pilbara and Exmouth (see our case study on page 8). 195 Indigenous people have been supported to participate in leadership courses. The SWALSC decided not to proceed with this program. Funding was redirected towards community leadership courses. 24 Support five Indigenous organisations to complete governance training. Met through the governance courses run by the SWALSC. 25 Identify and provide support for a program focused on Indigenous women. Woodside has supported the following programs: Miss NAIDOC Perth, a leadership and empowerment program for women aged between 18 and 30; a two-year pilot of the Edge of Nowhere (EON) Foundation s Thriving Communities program, which works with female prison inmates to develop their skills in growing and preparing nutritious food; and a three year-pilot of the Australian Parents Council s Indigenous Parent Factor program. In addition, the SWALSC Community Leadership Courses have a stand-alone women s program. 26 Assist one of our community partners to develop a RAP. Woodside worked with the Australian Football League s (AFL) Fremantle Dockers to develop their inaugural RAP, which was also the first RAP for any AFL team. Woodside continues to be part of the Fremantle Dockers RAP Advisory Group. 27 Collaborate with Reconciliation Australia and other community-based partners to define a mutually beneficial reconciliation program. 28 Develop and implement a cultural competency program for senior Woodside leaders. Reconciliation Australia proposed and implemented three community engagement programs over the life of the RAP. 12 leaders (two in 2015) participated in Jawun secondments. 29 Provide senior leaders with responsibility for RAP outcomes. The RAP identified the relevant senior role for each commitment. Greater diversity in roles and responsibilities can be observed in comparison with the 2010 RAP.

6 4 Reflecting on our journey The progress we have made in Indigenous Affairs over the past five years, enabled by our RAP, has resulted in greater business confidence, focus and momentum. An independent review and evaluation of the RAP took place in the first half of Findings and recommendations were informed by a range of staff, stakeholder and community partner interviews. A common observation was that the RAP had helped drive a noticeable improvement in staff and community partner awareness of Woodside s reconciliation and Indigenous Affairs initiatives. There is a growing understanding of the important role Respect (the cultural awareness and competency of Woodside s workforce) plays in determining the outcomes of many of Woodside s Opportunities commitments. Overwhelmingly, those interviewed supported the five-year timeframe that was established to communicate depth and certainty of RAP commitments, with many commenting that five years should be considered a minimum. We also know that five years is a long time in business and the community. For example, the operating environment for Woodside has evolved considerably since 2011, as onshore development in Australia faces greater commercial challenges. We increasingly view our activities in Indigenous Affairs through a global lens. While there has been some success in Indigenous Affairs activities becoming business as usual, further consolidation is needed. In other aspects, respondents are looking for Woodside to take the next step. We have adopted a continuous improvement cycle to meet these challenges. Continuous improvement cycle 1. Learn: Use the RAP to articulate the desired impacts and changes everyone (staff, contractors and community partners) will work towards. Commit to a minimum five-year timeframe, but formalise regular review and refresh activities to keep the RAP relevant. 4. Measure: Continue to issue annual RAP reports on activities undertaken and their results. Evaluate results for their impact in line with the RAP commitments. Obtain independent assurance of our public reports. 2. Plan: Core functions (Corporate Affairs, People and Global Capability and Contracting and Procurement) will guide other areas of the business to nominate their specific actions towards the desired impacts, and define quantitative or qualitative goals that best suit the nature of the activity. Contributions will be reflected in existing business plans and scorecards, and the inputs and process for measurement will be established alongside the goals. 3. Do: Carry on focus areas from the RAP as identified on page 7. Introduce new activities in a phased approach that first establishes a baseline.

7 Woodside Reconciliation Plan 2015 AND FINAL REPORT 5 Case study: contracting and procurement In developing our first RAP throughout 2009, we identified contracting as a major growth opportunity. While Woodside had contracted Indigenous businesses previously, there were no active contracts in place at the time. Setting public goals for contracts (ten in the 2010 RAP, 50 in the RAP) helped improve business focus and coordination. We employed dedicated staff, who established early internal support, improved our knowledge of Indigenous businesses, and worked with those businesses to improve their oil and gas sector capability. Over the course of the last five years, Woodside and our primary contractors have issued 177 contracts to Indigenous businesses, with the total value of these contracts increasing steadily each year. We have also observed an improvement in the proportion of our contracts with Indigenous businesses that are for technical oil and gas work. In 2014, we signed our first contracts with Indigenous businesses for highrisk electrical inspection and maintenance activities at our onshore and offshore assets. Watch the story via Woodside s YouTube channel, here. In 2015, Woodside was recognised as one of three national finalists in the Corporate Partner of the Year category at the Supply Nation Awards. The RAP has demonstrated great success in engaging with Indigenous contractors, such as Kieran Turner, Jamie Bonham and Shaun Quinn of Matera Electrical.

8 6 Woodside s RAP journey 2016 onwards RAP: Measuring impact, continuous improvement RAP: Longer-term commitments, steady action Our RAP commitments will be expressed in the language of impacts, not as a list of activities to be completed. We adopted a five-year term for the second RAP to allow for deeper commitments. We will expand business identification and ownership of activities even further RAP: Getting started Our first RAP gave business-wide visibility to our work and relationships with Indigenous people. Ownership of RAP activities continued to devolve from the Indigenous and Corporate Affairs teams, to other primary functions, such as People and Global Capability, and Contracting and Procurement. Woodside will continue to report our activities under the new RAP, and their results. Reports will now be independently assured. Continuous improvement takes place through an annual cycle of Learn, Plan, Do, Measure.

9 7 Transitioning from activities to impacts We will continue to build on our achievements: Continuing focus areas RAP goals Expression in next RAP Supporting components Objectives for end-2016 Employment 92 directly employed staff by the end of 2012; Indigenous share of Woodside s directly employed Australian workforce equals the Indigenous share of Western Australia s population (3.3% in the 2011 Census). Opportunities commitment: Year-on-year improvement in aggregate employment and contract totals, reflecting efforts from Woodside, contractors, community partners and other contributors. Growth and development of directlyemployed Indigenous staff. Direct employment (end-2015 count). Contractor employment. Employment through social contribution community partnerships. Direct employee: Retention; Remuneration; Mentoring and other development opportunities; and Increasing numbers of Indigenous staff in senior roles. More than 94 directly employed staff. Baselines compiled for aggregate and other indicators. Contracts 50 new contract awards, with year-onyear increase in value. Opportunities commitment: Year-on-year improvement in aggregate employment and contract totals, reflecting efforts from Woodside, contractors, community partners and other contributors. Number of new direct and contractor awards. Number of continuing contracts. Total contract value. Greater proportion of high-value contracts (over A$1m value, or longer than 12 months duration). Five percent increase on 2015 contract awards. Baselines compiled for aggregate and other indicators. Cultural awareness 750 attendees for an introductory cultural awareness course. Respect commitment: Evolve our existing range of cultural competency programs. Create a continuum of follow-up training and immersive experiences to be pursued in line with staff development priorities and roles. Range of additional foundation and immersion opportunities identified. Social contribution community partnerships Various participation or attendance targets, under Opportunities. Partnerships contribute to Respect, Relationships or Opportunities commitments, emphasising a mutual exchange of benefits between Woodside and the partner. Our partnerships benefit a cross-section of communities. Align our contributions more closely with community priorities. Impact-based KPIs for each program, comprising new standardised social contribution KPIs and tailored indicators. Education programs span the childadult learning spectrum. New indicators in place. Reconciliation Interest Group (RIG) and Doynj Doynj Korliny (DDK) Indigenous staff collegiate 100% increase on RIG membership, two events per year. Indigenous language name adopted for staff collegiate, quarterly meetings. Respect commitment: Grow the RIG into an independent group, run by Indigenous and non-indigenous volunteer staff. Establish a new reconciliation community that includes existing RIG and DDK members, run by a joint representative committee. Involvement of group in organising company celebration and recognition of key events. Staff committee established. Group defines and delivers on an activity plan. Heritage and culture Two meetings held each year in areas where Woodside has onshore operations. Assist with initiatives that recognise, protect and conserve the National Heritage values of the Dampier Archipelago. Heritage outcomes contribute to the Respect and Relationships commitments: Cultivate a greater workforce and stakeholder appreciation of Indigenous cultures. Respect the unique character of the Indigenous communities where we have a presence, and progress the things that we mutually agree are the most important, and have the greatest potential for advancement. Maintain recognised industry leadership in assessing the impacts of our business on Indigenous cultural heritage, and managing these impacts proactively, with the direct involvement of Traditional Owners and Custodians. Support, and contribute where appropriate, to community-driven cultural heritage initiatives, including through the Conservation Agreement. Support Indigenous visual and performing arts. Deliver a suite of awareness and training events aimed at raising the profile of cultural heritage management at Woodside. Maintain regular heritage-related meetings with Traditional Owners and Custodians in the Pilbara. Deliver the full program of activities funded under the Conservation Agreement for 2016.

10 8 TABLE OF OUTCOMES ELEVATED RESPECT Woodside acknowledges Indigenous people s special connection to country and the subsequent responsibility that Indigenous people have in caring for country. We will encourage action where everyone plays their part in building a better relationship between all Australians. Woodside facilitates a range of programs and initiatives that demonstrate our respect for the culture and the special contribution of Aboriginal and Torres Strait Islander people to Australia. RESPECT Case study: evolving support of NAIDOC week National Aboriginal and Islander Day of Observance Committee (NAIDOC) Week is a significant annual occasion for Australian Aboriginal and Torres Strait Islander people to celebrate their cultures and identities. In this RAP, Woodside made a commitment to continuing our support of NAIDOC Week celebrations. In addition to staff activities at Woodside s headquarters and regional facilities, we expanded our contribution towards community celebrations in regional Western Australia. The Woodside-operated North West Shelf Project became a foundation sponsor of the City of Karratha s NAIDOC Week events program in 2011, and contributes staff volunteers. We also consolidated our partnership with the Perth NAIDOC Committee, which had been focused on categories of the NAIDOC Perth Awards. In 2014, an opportunity arose to support the Committee s new Miss NAIDOC Perth program. Miss NAIDOC Perth is a leadership and empowerment program open to Indigenous women aged between 18 and 30, living in Perth. The program provides six weeks of intensive personal development training and mentoring, culminating in a final evening of presentations. The program is highly regarded in the local Noongar community, whose members volunteer in a number of capacities to support the participants. For Woodside, a major strength of the program is the ability to grow relationships between the participants and our staff - in turn, improving the awareness, understanding and experience that underpin Respect. Miss NAIDOC Perth participants in a development workshop.

11 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 9 RESPECT ELEVATED RESPECT Establish an Indigenous Affairs Leadership Team. Build the understanding of Indigenous culture and customs within our workforce. Establish an Indigenous Affairs Leadership Team that meets each quarter to verify outcomes achieved against RAP commitments. 750 Woodside employees to attend cultural awareness training. Include cultural awareness within Woodside s induction process. Develop a cultural competency program and have at least ten Woodside senior leaders participate in the program. Develop and deliver a training program for new and existing supervisors of Indigenous staff. Develop and implement the Walking in Both Worlds training program. The Indigenous Affairs Leadership Team met five times in 2015 to monitor progress of RAP activities and guide the development of Woodside s next RAP. Additional 268 employees. RAP total: 1677 Met in Additional two employees. RAP total: 12 met. No change from Supervisor training took place each year of the RAP. No change from Walking in Both Worlds training took place each year of the RAP. No change from No change from Each quarter, an update on the delivery of commitments was provided to the Indigenous Affairs Leadership Team (IALT), comprising the Senior Vice President Corporate, Vice President Human Resources, Vice President Corporate Affairs, Vice President Environment/Heritage and the General Manager of Supply Chain. Additional 250 employees. Cumulative total: 1409 Cultural awareness training added to new employee induction checklist. Additional four employees. Cumulative total: ten No change from New training provider appointed for Additional 305 employees. Cumulative total: 1159 Cultural awareness proposal approved. To be enacted in Q Additional employee. Cumulative total: six No change from Further leadership and supervisory training to be considered in Additional 356 employees. Cumulative total: 854 exceeded. Cultural awareness proposal developed and reviewed. Additional four employees. Cumulative total: five Supervisor training delivered in conjunction with the new intake of Business Administration Trainees, which occurs in Q1 each year. Commence in employees. Commence in One employee completed Jawun secondment pilot program. A training program was developed and delivered. No change from No change from No change from The Walking in Both Worlds training program was developed and delivered, primarily aimed at Business Administration trainees.

12 10 RESPECT ELEVATED RESPECT TABLE OF OUTCOMES Continue to engage our staff in Woodside s approach to Indigenous Affairs by increasing membership of the Reconciliation Interest Group (RIG). Publicly report on the outcomes achieved against Indigenous Affairs commitments. Promote, support and celebrate NAIDOC and Reconciliation Week activities in the regions where we have a presence. Increase RIG membership levels by 100% from the 2010 membership base of 152. Host bi-annual events for RIG members focusing on Indigenous areas of interest. Provide an update on Indigenous Affairs outcomes in the annual Woodside Sustainable Development Report. Compile a public Annual RAP Report. Financial and in-kind support provided to NAIDOC Week activities in at least three regions each year. See case study on page 8. A Woodside NAIDOC Week event facilitated at Woodside Plaza each year. 219 members, representing a 44% increase on the end membership base. Committee development and consultation work took place, and will continue under the next RAP. RIG events included our Reconciliation and NAIDOC Week activities, as well as a ticket giveaway to attend a performance of the Queensland Theatre Company s Black Diggers. RIG volunteers took up two different opportunities with the Clontarf Foundation. RAP results are included in the 2015 Sustainable Development Report, due for publication in March members. No progress on committee. Chat group started on company Yammer network. 142 members. The RIG Committee group framework was developed to be implemented in members. 178 members. Two events. Two events. Two events. Three events. Complete. Complete. Complete. Complete. Complete. Complete. Complete. Complete. Complete. Woodside commenced a new sponsorship agreement with the Perth NAIDOC Committee to continue supporting the Miss NAIDOC program beyond this RAP. Woodside also supported NAIDOC celebrations in Karratha and Exmouth. Guest speakers: The category winners of the 2015 Miss NAIDOC Supported activities in Perth (new sponsor of Miss NAIDOC), the West Pilbara and Exmouth. Live performance: Murru Band and Wesley College Indigenous Dance Troupe. Supported activities in the West Pilbara and Exmouth. Screenings of short documentaries from the Pilbara, Perth and Great Southern regions of Western Australia. Guest speaker: Karla Hart, writer and director of Magic Quandong. Supported activities in Perth, the West Pilbara, Kimberley and Exmouth. Guest speaker: Comedian Sean Choolburra. Supported activities in Perth, the West Pilbara, Kimberley and Exmouth. Supported activities in Perth, the West Pilbara, Kimberley and Exmouth. Guest speaker: Mr. Ken Wyatt AM, Australia s first Indigenous Federal lower-house Member of Parliament.

13 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 11 RESPECT ELEVATED RESPECT Promote, support and celebrate NAIDOC and Reconciliation Week activities in the regions where we have a presence. (continued) Continue recognising Traditional Custodians through formal acknowledgements and by improving employee understanding of the significance of Welcome to Country ceremonies. A Woodside Reconciliation Week event facilitated at Woodside Plaza each year. The Recognising Traditional Custodians Guideline displayed on the Woodside intranet and internet sites. Use Acknowledgment of Traditional Custodians and Welcome to Country at all Woodside events prescribed in the guideline. The Aboriginal flag located outside selected Woodside operated facilities. The South West Aboriginal Land and Sea Council CEO and negotiating team members talked to staff and Reconciliation Interest Group members about the recent claim settlement with the State Government of Western Australia. No change from We are also promoting the Welcome to Country app, developed with support from the Conservation Agreement, as a living guide to Australian Traditional Owners and country. Welcome to Country ceremonies were conducted at the Woodside Annual General Meeting, Woodside Awards, Ngurra Nyingu Art exhibition, NAIDOC and Reconciliation Week events, as well as the AFL Woodside Round. No change from Flags continue to be displayed at Woodside facilities. A soul group, featuring Noongar women, performed. The South West Aboriginal Land and Sea Council (SWALSC) introduced the Noongar Knowledge website and two Noongar language classes were conducted. Yirra Yaakin Theatre Company performed Shakespeare s Sonnets in Noongar at the Woodside Plaza. No change from No change from No change from Available. Welcome to Country ceremonies were conducted at the Woodside Annual General Meeting, Woodside Awards, Ngurra Nyingu exhibition, and the AFL Woodside Round. Welcome to Country ceremonies were conducted at the Woodside Annual General Meeting, Woodside Awards, Ngurra Nyingu exhibition, and the AFL Woodside Round. Welcome to Country ceremonies were conducted at Woodside events. Hosted an Indigenous weaving exhibition with a guest speaker. Welcome to Country ceremonies were conducted at Woodside events. No change from No change from No change from The Aboriginal flag is flown at the Karratha and Pluto Gas Plants, and displayed inside the Broome Town office. Recognise Indigenous artists when displaying and publishing Indigenous art. Catalogue and display educative materials for Woodside s Indigenous Art collection. Indigenous art that is displayed in Woodside publications complies with Woodside s Indigenous Arts and Publications Protocol. Met in Met in Met in A catalogue of Woodside s Indigenous art work was completed and educative materials are mounted with each piece of art. met. Complied publications included RAP reporting and Ngurra Nyingu art exhibition promotional materials. Complied. Complied. Complied. Complied. Catalogue development and Educative materials commenced.

14 12 TABLE OF OUTCOMES STRENGTHENED RELATIONSHIPS Woodside is establishing and maintaining relationships with Indigenous Australian communities to ensure that we understand community priorities, and to provide opportunities for involvement in Woodside projects. RELATIONSHIP Case study: Hearson Cove Compound resolution In the early 1980s, construction of the North West Shelf Project s Karratha Gas Plant commenced on the Burrup Peninsula in Western Australia s Pilbara region. During this time, approximately 1,800 boulders with engraved Aboriginal rock art were moved to a nearby fenced holding yard, known as the Hearson Cove Compound. Activities under this process led to increasing discomfort and anxiety within the Aboriginal community over subsequent years. Following four years of remediation discussions between Woodside, senior Aboriginal Law Men and the Western Australian Department of Aboriginal Affairs, agreement was reached on the following: senior Aboriginal Law Men should continue to provide direction for all remediation works; fencing should be removed; best efforts should be made to remove painted numbers from the boulders; approximately 454 boulders should be relocated to an appropriate setting; and restricted boulders should be located in separate locations. The recommendations were successfully enacted throughout 2014, with the senior Law Men confirming they are satisfied with the results and that no further work is required. The combined efforts to enact the recommendations and resolve a series of complex and long-term legacy issues has strengthened trust and the relationship between Woodside and local Traditional Custodians. Resolution of Hearson Cove Compound issues has been a major highlight of Woodside s 40-year reconciliation journey, and one of the most significant achievements that took place over the period of the RAP. Yet, Compound work was not included in the RAP. This experience has helped inform Woodside s decision to focus on measuring and understanding impact in our next RAP. Senior Aboriginal Law holders working towards Hearsons Cove Compound remediation.

15 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 13 RELATIONSHIPS STRENGTHENED RELATIONSHIPS Collaborate with Reconciliation Australia and other community based partners to define a mutually beneficial reconciliation program. Maintain our Karratha, Roebourne and Broome offices as the hubs for ongoing dialogue with the local Indigenous community. Ensure senior Woodside leaders are engaged with the delivery of Indigenous Affairs initiatives. Facilitate heritage group meetings with local Indigenous groups. Financial and in-kind support provided to a community supported Reconciliation Australia program. Regional offices to be staffed with Woodside Indigenous Affairs team members. Executive / Senior Business Unit Vice Presidents to attend at least one Indigenous Stakeholder forum each year. Defined accountability for RAP outcomes set for senior Woodside leaders. Two heritage meetings facilitated each year in areas where Woodside has onshore activities. Met in No change from Regional offices included local Aboriginal people on staff for the duration of the RAP. Members of the Woodside Board and Executive engaged with stakeholders on six occasions. Reconciliation Australia undertook three engagement programs. Woodside provided ongoing support for the Reconciliation Australia Community Engagement Project. Woodside provided financial support for the Reconciliation Australia Community Engagement Project. Commence in No change from No change from No change from Each of Woodside s regional offices (Karratha, Roebourne and Broome) are staffed with Indigenous Affairs Advisers. Two senior Leaders (Vice President and above) attended Indigenous Stakeholder forums. Three senior Leaders (Vice President and above) attended Indigenous Stakeholder forums. Four senior Leaders (Vice President and above) attended Indigenous Stakeholder forums. Commence in Met in Met in Met in Met in Accountability set; The RAP allocates each commitment to senior staff at the Vice President, Senior Vice President and Executive Vice President level. Kimberley: 0 (no onshore activity). West Pilbara: 4 Kimberley: 0 (site remediation work at James Price Point concluded in 2013). West Pilbara: 4 Kimberley: 3 West Pilbara: 4 Kimberley: 13 West Pilbara: 4 Goal met. Heritage meetings facilitated.

16 14 RELATIONSHIPS STRENGTHENED RELATIONSHIPS TABLE OF OUTCOMES Ensure there is Indigenous participation on relevant Woodside community representative groups. Enhance Woodside s Indigenous Employee Collegiate and provide support for identified initiatives. One Indigenous person in attendance at each Sustainable Development Advisory Group meeting. A Noongar word utilised in recognition of the Traditional Custodians of the Perth area for the Perth Indigenous Collegiate. Quarterly Indigenous Collegiate meetings/ briefings hosted to provide support, build internal networks and to have input into Indigenous Affairs initiatives. No change from Indigenous people from our host communities continue to provide input to the Sustainable Development Report through interviews that help identify the material issues to respond to each year. Sustainable Development Advisory Group was disbanded. Invited representative did not attend. Complete. Complete. Met in Met in Met in Met in Authorisation provided to use Noongar term Doynj Doynj Korliny (Together Walking). Two meetings held. Two meetings held. Quarterly meetings held by the Doynj Doynj Korliny newly established committee. Quarterly meetings held. met. Quarterly meetings held.

17 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 15 INCREASED OPPORTUNITIES Woodside will work alongside the Indigenous community to provide opportunities that contribute towards the community s aspiration of a sustainable future. Case study: St Catherine s College at the University of Western Australia Woodside has a long history of supporting Indigenous tertiary students studying degrees that will qualify them to enter core disciplines in the oil and gas sector. When developing the RAP, we saw an opportunity to extend our support to Indigenous students who wish to pursue career paths that may be outside the oil and gas sector, but play an essential part in the development of their communities. After two years of concept development for a communityfacing program equivalent to Woodside s own Indigenous cadetships, Woodside initiated a relationship with St Catherine s College at The University of Western Australia in Woodside supports the College s Indigenous access program, known as Dandjoo Darbalung ( mixing together, in the language of the local Noongar people). Indigenous students from around Australia reside at the College and participate in the program while studying at one of six tertiary or adult learning institutions in Perth. Over the past two years, we have met our RAP goal of ten community scholars in Dandjoo Darbalung, with a further five expected to join in In addition to financial support, Woodside staff mentor scholarship recipients. Recently, Dandjoo Darbalung was successful in obtaining additional national funding to complement the many personal development, tutoring, mentoring and cultural connection sessions provided to the students. Woodside s contribution to St Catherine s is one example of working with community in building a diverse pool of potential leaders and technical professionals for the future. Inaugural recipients of Woodside Community Scholarships, with Woodside s Shanine Ryan and Dandjoo Darbalung coordinator, Lynn Webber.

18 16 INCREASED OPPORTUNITIES TABLE OF OUTCOMES Increase Indigenous employment at Woodside through a customised Indigenous employment strategy. Provide opportunities for Indigenous enterprises to obtain contracts through the Woodside procurement process. Provide support to education initiatives that contribute to an increase in the participation of Indigenous students at university. Woodside s Australiabased workforce to reflect the demographics of the Western Australian Indigenous population (3.3% at commencement of RAP). 40 Woodside employees to have completed mentoring training. 50 contracts with Indigenous enterprises awarded with year on year increase in overall contract value. See case study on page 3 * Previously reported content for this item has been corrected. Ten Indigenous enterprises provided with support through the Indigenous enterprise capacity building program. Membership maintained with the AIMSC* and support provided for at least one AIMSC event each year. * AIMSC became known as Supply Nation in The Many Rivers program supported to provide micro-finance assistance to 35 Indigenous enterprises. * Previously reported content for this item has been corrected. 50 remote community schools participating in or having completed the Scitech Aboriginal Education Program and 300 teachers attending or having completed professional learning sessions. * Previously reported content for this item has been corrected. Four fewer employees. Year-end total: 94 (2.7%) Met in Additional 40 contract awards, with an increase in overall contract value from RAP total: Indigenous enterprises participated four joint venture governance workshops, held across Western Australia. RAP total: 63 No change from Woodside was a member of AIMSC/ Supply Nation and supported events each year of the RAP. 21 Indigenous enterprises received micro-finance assistance in the West Pilbara, Perth, and West Kimberley regions. RAP total: 79 Visited 19 remote schools and provided professional learning sessions to 138 teachers. RAP total: 135 schools and 612 teachers Two fewer employees. Year-end total: 99 (2.6% of workforce). 11 employees completed mentoring training. Cumulative total: 40 met. Additional 69 contract awards, with an increase in overall contract value from Cumulative total: Indigenous enterprises participated in an oil and gas sector tendering and contracting workshop facilitated by Woodside. Nine additional employees. Year-end total: 101 (2.6% of workforce). Training program reviewed. Additional 42 contracts, with an increase in overall contract value form Cumulative total: 68 exceeded. 18 Indigenous enterprises participated in a resource industry supply chain index workshop. exceeded. Eight additional employees. Year-end total: 92 (2.3% of workforce). 29 employees completed mentoring training. Additional 15 contracts, with an increase in overall contract value form Cumulative total: 26 Woodside supported the Many Rivers small business cash-flow modelling workshop. 32 additional employees. Year-end total: 84. Mentor program developed to commence in contracts were awarded in Commence in No change from No change from No change from Membership renewed and event facilitated. 24 Indigenous enterprises received micro-finance assistance in the West Pilbara, Perth, and West Kimberley regions. Cumulative total: 58 Visited 30 remote schools and provided professional learning sessions to 92 teachers. Cumulative totals: 116 schools and 474 teachers 16 Indigenous enterprises received micro-finance assistance in the West Pilbara, Perth, and West Kimberley regions. Cumulative total: 34 exceeded. Visited 21 remote schools and provided professional learning sessions to 87 teachers. Cumulative totals: 86 schools and 382 teachers exceeded. 12 Indigenous enterprises received micro-finance assistance in the West Pilbara and Perth regions. Cumulative total: 18 Visited 43 remote schools and provided professional learning sessions to 168 teachers. Cumulative totals: 65 schools and 295 teachers Six Indigenous enterprises received micro-finance assistance in the West Pilbara region. Visited 22 remote schools and provided professional learning sessions to 127 teachers.

19 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 17 INCREASED OPPORTUNITIES Provide support to education initiatives that contribute to an increase in the participation of Indigenous students at university. (continued) Support Indigenous tertiary students through participation in the National Indigenous Cadetship Program. Provide support for Indigenous organisations to participate in governance training. Identify and provide support for an Indigenous women s program. Over 200 Indigenous high school students provided with support to participate in science and engineering education initiatives with Western Australian universities. 30 Indigenous students provided with ongoing support to participate in The Aspiration Initiative. 15 Indigenous university students participating in or having completed the Woodside Cadetship Program. Ten Indigenous university students participating or having completed the Woodside Community Cadetship program. * Program was re-termed a scholarship in 2015, to avoid confusion with the National Indigenous Cadetship scheme. * See case study on page 15. Four Indigenous organisations provided with support to participate in the Australian Institute of Company Directors course. Ongoing support provided for an Indigenous women s program. 42 students received support. RAP total: 233. Cohort fell to 23 students. Woodside s support will continue beyond this RAP into 2016 and 2017, as the program cohort complete their final year of secondary school and transition to other pathways. Additional four students commenced the program. RAP total: 11 current participants and 20 completions. Additional two scholars commenced the program, with another six expected to start in RAP total: Ten No change from 2014 (refer to SWALSC governance program update on page 18). 68 students received support. Cumulative total: students received support. Cumulative total: students received support. Cumulative total: students participated. 30 students participated. 25 students participated. Additional three students. Cumulative total: 19 Eight founding participants. Goal redundant. Governance training is instead being pursued as part of the community leadership courses run by the South West Aboriginal Land and Sea Council. A range of providers (including the AICD) are involved. No change from No change from Woodside also supported the Miss NAIDOC Perth leadership and empowerment program for young women. Four Indigenous university students participated in the Woodside Cadetship program. Cumulative total: 16 met. The Community Cadetship Program pilot will be delivered in 2014 with the support of an external provider. Four Noongar community members attended an AICD course. Woodside committed to supporting a twoyear pilot of the Edge of Nowhere (EON) Foundation s Thriving Communities program in the West Kimberley Regional Women s Prison and a three-year pilot of the Australian Parents Council s Indigenous Parent Factor (IPF) program throughout Western Australia. Additional six students commenced the program. Cumulative total: 12 The Community Cadetship Program concept was developed. Agreed to defer start to Review of potential Indigenous women s programs to be completed in students received support. Commence in Six students. Program development to commence in Commence in Planning initiated.

20 18 NOONGAR COMMUNITY, PERTH OFFICE TABLE OF OUTCOMES Provide opportunities for Noongar people to participate in Woodside s Indigenous employment pathways. Engage Perth-based Indigenous enterprises with Woodside contract and sub-contract opportunities through our Perth operations. Provide support for the South West Aboriginal Land and Sea Council (SWALSC) Governance Development and Leadership Programs. At least 25 Noongar people participating in or having completed Woodside s Indigenous employment pathway programs. At least 12 contracts awarded to Perth based Indigenous enterprises with year on year increase in overall contract value. * Previously reported content for this item has been corrected. At least four Noongar community organisations supported to participate in the SWALSC Governance Development program. At least 100 Indigenous people supported to participate in the SWALSC Community Leadership Course (CLC). At least four Indigenous people supported to participate in the SWALSC Emerging Noongar Leadership Program. 31 Noongar people. Total completions: 56 Additional 20 contracts, with an increase in overall contract value from RAP total: 75 Representatives from eight Noongar community organisations accessed governance training (provided by the Australian Institute of Company Directors) through the SWALSC program in Noongar community members participated in a CLC. This year s focus was on reconnecting with previous participants for the next stage in their development. RAP total: 195 supported CLC places were taken up. No change from Funding was redirected towards the SWALSC Community Leadership Course. 24 Noongar people. 23 Noongar people. 17 Noongar people. Ten Noongar people. Additional 33 contracts, with an increase in overall contract value from Cumulative total: 55 Course planned for Q Noongar community members participated in a CLC. 37 attended a leadership forum. met. SWALSC no longer plan to deliver this program and have asked for the program funds for 2014 and 2015 to be redirected to the Community Leadership Course. Additional 14 contracts, with an increase in overall contract value from Cumulative total: 22 met. Woodside supported four Noongar community members to attend a course with the Australian Institute of Company Directors as SWALSC s Governance Development program was still under development. 50 Noongar community members participated in the Community Leadership Course in SWALSC signed a Memorandum of Understanding for the Partnering Agreement with Curtin University and Polytechnic West to develop the Leadership programs into an Associate Degree of Indigenous Leadership. Additional three contracts, with an increase in overall contract value from Cumulative total: eight Program development commenced in Program development commenced in Program development commenced in Five contracts were awarded in Sponsorship agreement signed with the SWALSC. Sponsorship agreement signed with the SWALSC. Sponsorship agreement signed with the SWALSC.

21 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 19 NOONGAR COMMUNITY, PERTH OFFICE Provide Woodside staff and the broader community with opportunities to increase their understanding of Noongar culture. Facilitation of two Woodside staff opportunities to participate in Noongar cultural activities each year. Authorisation sought for a Noongar name for the Perth Indigenous Staff Collegiate. Authorisation sought for a Noongar name to be used for selected rooms at Woodside s head office. A Noongar message stick made available as a corporate gift. An annual public lecture supported in conjunction with local Indigenous organisations. Woodside staff attended a Welcome to Country ceremony for visiting artists performing with the Perth International Arts Festival. Over a weekend in September, nine staff participated in a pilot Noongar on-country cultural immersion activity. Achieved through the two Reconciliation Interest Group (RIG) events. Lunch-time presentation from Karla Hart writer and director of Magic Quandong. A presentation on Sharing Noongar Knowledge and two Noongar language classes were also held. There were three events facilitated. There were three events facilitated. Met in Met in Met in Met in Authorisation provided to use Noongar word use Doynj Doynj Korliny (Together Walking) for the Perth Indigenous Collegiate. No change from Decisions about references to Noongar culture in the new building will be made after this RAP expires. This commitment was due to be delivered by end- 2013, but has been made redundant by Woodside s planned office relocation. An Indigenous staff member is a representative on the Working Group. Met in Met in Miss NAIDOC Perth have received funding to run a school and community group public lecture program, including sharing a video of the event and the leadership program. While commitment was met in 2015, public lectures did not occur annually during the term of this RAP. The range of gifts expanded. No activity. No activity. Woodside purchased a new supercomputer to perform calculations on seismic data, and named it Moordiup, or fast in Noongar language. No activity. No activity. Met in Met in Message sticks made available. Lecture framework developed and event scheduled for December, which did not proceed. No activity. No activity.

22 20 NOONGAR COMMUNITY, PERTH OFFICE TABLE OF OUTCOMES Provide Woodside staff and the broader community with opportunities to increase their understanding of Noongar culture. (continued) Meet with Noongar community representatives twice a year to share information on the progress of RAP relationship initiatives. Assist one of our Perth based community partners to develop a RAP. Sponsorship of three awards each year for Perth NAIDOC Week celebrations. At least two Indigenous acts to perform each year at the Perth International Arts Festival (PIAF) through Woodside s support of the PIAF Indigenous Program. A Noongar Elder invited to do a Welcome to Country at a Fremantle Dockers AFL match in Perth each year. A minimum of two update meetings conducted with Woodside and Noongar community representatives. Ongoing support provided to the community partner to implement their RAP. No change from Woodside supported more than two Indigenous acts across a range of genres in the 2015 PIAF program. As Indigenous Program Partner, Woodside also supported the Indigenous component of the award winning, The Incredible and Phenomenal Journey of the Giants to the Streets of Perth, and Welcome to Country celebrations. Dr Richard Walley again performed a Welcome to Country during the Woodside Round, in May. Update meetings occurred during Reconciliation Week and throughout the year for the South West Aboriginal Land and Sea Council leadership programs. No change from The NAIDOC Perth sponsorship moved away from supporting awards to supporting the Miss NAIDOC competition. Woodside supported more than two Indigenous acts across a range of genres in the 2014 PIAF program. Dr Richard Walley gave the Welcome to Country during the Woodside Round. Due to unforeseen circumstances a planned sponsorship in Perth was unable to proceed. Woodside supported more than two Indigenous acts across a range of genres in the 2013 PIAF program. May and Mathew McGuire delivered the Welcome to Country during Reconciliation Week match. Woodside sponsored the Not For Profit Organisation of the Year, Business of the Year and Tertiary Scholar of the Year awards at the 2012 Perth NAIDOC Week event. Woodside supported more than two Indigenous acts across a range of genres in the 2012 PIAF program. A Welcome to Country was performed during the NAIDOC Week match. Perth NAIDOC awards supported. Woodside supported more than two Indigenous acts through our partnership with PIAF. Welcome to Country delivered. Two meetings. Two meetings. Two meetings. Two meetings. Woodside continued to provide support to the Fremantle Dockers Football Club and sits on the Dockers' RAP Committee. Major collaboration between Woodside, the Dockers and the Clontarf Foundation occurred for the AFL s Indigenous Round in May. Woodside continued the provide support to the Fremantle Dockers Football Club. The Club launched their RAP during Reconciliation Week and the AFL s Indigenous Round. Woodside supported the Fremantle Dockers Football Club in developing their first RAP.

23 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 21 WEST PILBARA COMMUNITIES, NORTH WEST SHELF PROJECT AND PLUTO LNG Contribute towards increasing the number of Indigenous students completing secondary school and gaining postschool qualifications. Provide West Pilbara Indigenous enterprises with Woodside contract opportunities. Ongoing support for 25 Indigenous students to participate in the Gumala Mirnuwarni program in the West Pilbara. Ongoing support for at least 100 Indigenous students to participate in the Clontarf Foundation program. At least 50 Indigenous people participating in, or having completed, Woodside traineeships/ apprenticeships. At least four local Indigenous students participating in, or having completed, school-based training opportunities. * Previously reported content for this item has been corrected. 24 Indigenous trainees supported to participate in the Warrgamugardi Yirdiyabura Pathways to Employment Program. At least 25 contracts awarded to West Pilbara Indigenous enterprises with year on year increase in overall contract value. * Previously reported content for this item has been corrected. The Many Rivers program supported to provide micro-finance for 20 West Pilbara Indigenous enterprises. A specialist staff member engaged to establish and implement capability support programs for West Pilbara Indigenous enterprises. 35 students participated. Over 25 students each year have been supported. Woodside supported 124 students at the Karratha Academy. 28 current participants. RAP total completions: 64 Additional nine work experience students. RAP totals: 20 Indigenous students participated in the high school work experience program in the West Pilbara. Eight Indigenous students participated in school-based training opportunities in Perth. Ten participants. RAP total: 50 people supported on pathways to community employment. Additional 14 contracts awarded, with an increase in overall contract value from RAP total: 66 One Indigenous enterprise received micro-finance assistance. RAP total: students participated. 50 students participated. Over 25 students participated. Participation fell to 91. Clontarf closed their Roebourne Academy in Q3, current participants. Cumulative completions: 58 Additional six work experience students. Cumulative total: 11 Ten participants. Cumulative total: 40 Additional 27 contracts awarded, with an increase in overall contract value from Cumulative total: 52 met. Eight Indigenous enterprises received micro-finance assistance. Cumulative total: 25 exceeded. 25 students participated. 121 participants. Over 110 participants. Over 120 participants. 32 current participants. Cumulative completions: 49 Additional participant in the final year of the Perth school-based training program. Cumulative total: 8 We commenced a workexperience program in the West Pilbara, with five local Indigenous students participating. Ten participants. Cumulative total: 30 exceeded. Additional 18 contracts awarded, with an increase in overall contract value from Cumulative total: 25 Five Indigenous enterprises received micro-finance assistance. Cumulative total: current participants. met. Additional four participants in the Perth school-based training program. Cumulative total: 7 Ten participants. Cumulative total: 20 Additional four contracts awarded, with an increase in overall contract value from Cumulative total: seven Seven Indigenous enterprises received micro-finance assistance. Cumulative total: current participants. redundant. We found a schoolbased training model wouldn t meet site health and safety requirements. Instead, we commenced a school-based training program in our Perth office, with three participants. Ten participants. Three contracts awarded. Five Indigenous enterprises received micro-finance assistance and four Indigenous enterprises gained non-financial support. No change from No change from No change from No change from A full-time specialist staff member has been engaged to develop and deliver capacitybuilding initiatives with West Pilbara Indigenous enterprises.

24 22 WEST PILBARA COMMUNITIES, NORTH WEST SHELF PROJECT AND PLUTO LNG TABLE OF OUTCOMES Assist with initiatives that recognise, protect and conserve the National Heritage values of the Dampier Archipelago. Assist to create an increased sense of community through supporting youth, arts and community events. Ongoing funding assistance provided to Indigenous groups for the development and implementation of heritage projects that recognise, protect and conserve the National Heritage values of the Dampier Archipelago. The Big hart legacy of young leaders progressing into cultural industries, employment and enterprises is showcased. Ongoing support provided to six relevant initiatives: Murujuga Rangers, Ranger Governance, Murujuga Cultural management Plan, Digital Dreamtime Project, Women in the Picture Project, Living Knowledge Centre Feasibility Study. The Big hart Yijala Yala Project saw a number of highlights arising from innovative projects, as previously reported. Independent evaluation confirmed over 250 community members equivalent to a quarter of Roebourne s population directly participated in the Yijala Yala Project between 2011 and the project s conclusion in Regarding the specific end-2015 goal, storytelling and performance skills transfer took place throughout the Project. The legacy of skill development is apparent in a new collaboration between Big hart and the Roebourne community s Ngarluma Yindjibarndi Foundation Ltd to produce further independent films. Ongoing support provided to six relevant initiatives: Murujuga Rangers, Ranger Governance, Murujuga Cultural management Plan, Digital Dreamtime Project, Yijala Yala, Living Knowledge Centre Feasibility Study. Hipbone Sticking Out played in Perth and at the 2014 Melbourne Festival, to widespread acclaim. A performance by the Murru band also took place in Melbourne. These are significant achievements, yet it must be noted that Yijala Yala is not designed as an employment or business development program, and finding further opportunities for program participants in cultural industries is not a specific program objective. Ongoing support provided to relevant initiatives, including: the Big hart Yijala Yala initiative, Weerianna Street Media Digital Dreamtime Project, Murujuga Ranger and Governance project and the Ethnobotanical project. Woodside supported the Yijala Yala Project which used local content to produce and perform the Hipbone Sticking Out theatrical piece. Local actors and support staff were employed for the production. Hipbone Sticking Out premiered at the Centenary of Canberra. The Yijala Yala Project has also produced a CD of Roebourne-written and produced music. The Murru CD was launched in October Ongoing support provided. The Yijala Yala Project created the comic series, NEOMAD, a futuristic fantasy story based on real Roebourne people, places and culture. NEOMAD was created with the help of over 40 young people in Roebourne through a series of workshops in scriptwriting, literacy, Photoshop, filmmaking and sound recording over an 18-month period. The Hipbone Sticking Out theatre production was also in development. Ongoing support was provided. Big hart Yijala Yala Project engaged the community in various activities in Roebourne throughout 2011 including school workshops, public performances and capacity-building across various multi-media mediums.

25 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 23 WEST PILBARA COMMUNITIES, NORTH WEST SHELF PROJECT AND PLUTO LNG Assist to create an increased sense of community through supporting youth, arts and community events. (continued) An art exhibition hosted each year in Woodside Plaza to provide exposure and economic development opportunities for Roebourne artists. The annual Ngurra Nyingu exhibition was hosted at Woodside Plaza in November Over the life of the RAP, 804 works were sold through the exhibitions, returning A$625,000 to Roebourne artists. No commission was paid on sales, and Woodside covered exhibition costs. The annual Ngurra Nyingu exhibition was hosted at Woodside Plaza in November The annual Ngurra Nyingu (We are from this country) exhibition was hosted at Woodside Plaza in November Almost A$500,000 of artwork has been sold since the first exhibition in 2008, with all proceeds going to the artists, their art groups and the Roebourne community. An exhibition was hosted at Woodside Plaza, with over 2000 visitors during the twoweek period. An exhibition was hosted at Woodside Plaza in November 2011.

26 TABLE OF OF OUTCOMES Provide Indigenous training and employment opportunities through the proposed Browse LNG Development. KIMBERLEY COMMUNITIES, BROWSE FLNG DEVELOPMENT Employment opportunities provided for 300 Indigenous people (subject to a positive Investment Decision) on the proposed Browse construction project. At least 300 Kimberley people participating in, or having completed, Woodside supported training opportunities (subject to FID). * Previously reported content for this item has been corrected. The Browse Operations Phase Indigenous Employment strategy implemented (subject to FID). No change from No change from Goal redundant. After completing the necessary evaluations, Woodside found that the onshore development concept did not meet commercial thresholds to proceed to the next phase. The Browse Joint Venture later selected offshore, floating LNG for the development concept. Along with the change in concept, a commitment was given to continue supporting over 120 trainees to the end of their programs. Five people successfully completed training programs. Over the life of the RAP, 87 formal training positions were provided, with 67 Kimberley Indigenous people successfully completing programs. A further 35 short training opportunities were offered to allow dual skilling. Woodside s support will continue beyond the RAP, with a further five people anticipated to complete training programs in No change from Woodside continued to support training and employment opportunities for Kimberley Indigenous people. Goal redundant. After completing the necessary evaluations, Woodside found that the onshore development concept did not meet commercial thresholds to proceed to the next phase. The Browse Joint Venture later selected offshore, floating LNG for the development concept. Along with the change in concept, a commitment was given to continue supporting employment and training opportunities for Kimberley Indigenous people. No change from No change from Goal redundant. After completing the necessary evaluations, Woodside found that the onshore development concept did not meet commercial thresholds to proceed to the next phase. The Browse Joint Venture later selected offshore, floating LNG for the development concept. Indigenous training programs were in operation. Training programs were in operation with over 100 Indigenous people directly employed by Woodside, its contractors and host companies, or undertaking traineeships through the Browse LNG Development. Placed people in Burrup-based training programs until Browse production begins. Commenced in Indigenous people gained training opportunities through the Browse LNG Development. Commenced in 2012.

27 TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 25 KIMBERLEY COMMUNITIES, BROWSE FLNG DEVELOPMENT Provide Kimberley Indigenous enterprises with Woodside contract opportunities. Provide support to Indigenous education initiatives in the Kimberley region. Build the understanding of local Indigenous culture and customs within our workforce. Support the Kimberley Aboriginal Law and Culture Centre (KALACC) with the implementation of key cultural programs. A specialist staff member engaged to establish and implement capability support programs for Kimberley Indigenous enterprises. Financial support provided for a Kimberley based literacy program. 30 Indigenous students supported to participate in the Follow the Dream program in Broome schools. Cultural Awareness program made available to all Woodside employees involved in Kimberley related work activities. The KALACC Repatriation Program completed with Woodside support. The KALACC Yiriman Project completed with Woodside support. Support provided for the KALACC Festival. No change from A Local Content Coordinator continues to be employed in the Broome office. Met in No change from No change from payment to Reading Recovery Program made; program anticipated to run until end students. 96 students. 100% of Yr 12 program cohort attained graduation. No change from Goal redundant. The onshore concept did not proceed to the next phase of development, and the Goolarabooloo Jabirr Jabirr (GJJ) native title claim was discontinued, meaning there was no longer a representative body to implement the developed program. Browse Indigenous Business Capacity Building Strategy was developed. Reading Recovery Program supported. No change from A Reading Recovery Program Scope of Work was finalised, with an agreement scheduled for signing in early A specialist staff member was engaged. Commenced in students. 91 students. 84 students. exceeded. A significant amount of work with the GJJ native title claim group representatives was completed in 2013 as part of the development of a cross cultural awareness training package to be delivered to Woodside employees and contractors involved in Kimberley related activities. In addition, a 15 minute cultural induction DVD funded by Woodside was also produced. Cultural Awareness program delivered to 162 Woodside employees involved in Kimberley related work activities. Met in Met in Met in KALACC Repatriation Program was completed. met. Met in Met in Met in KALACC Yiriman Project was completed. met. Cultural Awareness program developed and delivered. Support was provided. Support was provided. Met in Met in Met in Met in KALACC Festival was conducted with Woodside support. met.

28 TABLE OF OF OUTCOMES KIMBERLEY COMMUNITIES, BROWSE FLNG DEVELOPMENT Support Kimberley Indigenous language, law, culture and traditional decision-making initiatives. Support Kimberley health and wellbeing initiatives. Implementation of language, law, culture and traditional decision-making initiatives supported by Woodside. Implementation of health and wellbeing initiatives supported by Woodside. * Previously reported content for this item has been corrected. No change from In 2015, the Cultural Governance Project contributes to the success of ongoing repatriation work. Support for Cultural Governance Project continued. The Browse Joint Venture entered into a cultural governance sponsorship agreement with KALACC. The Cultural Governance Project enhances cultural ceremonial activities, consolidate cultural governance, and therefore strengthen cultural and traditional foundations for Kimberley communities. Supported the Kurungal Council to protect the traditional culture specific to the Gooniyandi, Walmatjarri and Wangkatjungka people by recording cultural sites, stories and songs. Collection of seeds and grasses for traditional painting. Construction of a corroboree ground for cultural festivals. No change from No change from No change from Supported Kimberley Girl event and Broome PCYC Learning Centre. Commenced in Commenced in 2012.

29 KEEPING THE RAP ALIVE TABLE OF OUTCOMES Woodside Reconciliation Plan 2015 AND FINAL REPORT 27 Ensure that the RAP is made available to staff, contractors, community partners and Indigenous stakeholders. Maintain the RAP Working Group to facilitate implementation of RAP initiatives. Ensure that the Woodside RAP is publicly available. Communicate the outcomes of the RAP to internal and external stakeholders. Distribute the RAP to key internal and external stakeholders. Maintain the RAP Working Group and ensure at least two meetings each year. Host the RAP on the website of Reconciliation Australia and Woodside. Post a minimum of five RAP stories on the Woodside intranet. Include RAP update information in Woodside s Sustainable Development Report. Publish a minimum of one RAP story in the Trunkline Magazine per annum. No change from Copies were available at the 2015 Woodside Shareholder AGM. RAP working group reestablished separately to the Indigenous Affairs Leadership Team (IALT) to develop Woodside s next RAP. No change from No change from No change from Woodside RAP is available electronically and in hard-copy for staff, contractors, community partners and Indigenous stakeholders. No change from No activity. RAP Working Group remit transferred to the IALT. No activity. Working Group established and Terms of Reference developed. No change from No change from No change from No change from Our RAP is available on Reconciliation Australia s and Woodside s websites. Five stories. Not monitored. 11 stories. 15 stories. End-2015 target exceeded. Commenced in No change from No change from No change from No change from RAP information is included in Woodside s Sustainable Development Report. One story in Q1 edition and two stories in Q4 edition. One story in Q1, Q2 and Q4 editions. Three stories in Q3 edition. One RAP story in Q1, Q2 and Q3 editions. One RAP story in Q4 edition. RAP story published in the Trunkline Magazine.

30 Further information on Woodside, our Reconciliation Plan and other Indigenous Affairs initiatives are available on our website RECONCILIATION ACTION PLAN: 2015 AND FINAL REPORT WOODSIDE ENERGY LTD Woodside Plaza 240 St Georges Terrace, Perth WA 6000 Australia t: f: # expodesign