OUR VISION FOR RECONCILIATION

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1 Reconciliation Action Plan

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3 OUR VISION FOR RECONCILIATION To develop a culture across our Australian business which embraces unity between Aboriginal and Torres Strait Islander Peoples, including young people and people with disability and other Australians. Also, a culture which acknowledges our shared history and actively promotes equality and equity in employment, health and community. 1

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5 OUR BUSINESS Subsea 7 is a seabed-to-surface engineering, construction and services contractor to the offshore energy industry worldwide. Our vision is to be acknowledged by our clients, our people and our shareholders as the leading strategic partner in our market. We provide integrated services and have a proven track record of safely and reliably executing offshore projects of all sizes and complexity in all water depths. Four key strategic elements enable us to focus on prime opportunities and achieve optimum differentiation for our clients and shareholders. PEOPLE We value, develop and rely on the skills and expertise of our people as they underpin our capability to execute challenging projects safely, effectively and efficiently. We have over 8,000 people in our global business, with approximately 80 currently based in our Perth offices. We currently employ one Aboriginal and Torres Strait Islander Peoples Remotely Operated Vehicle (ROV) Supervisor. TECHNOLOGY Subsea 7 continually develops, applies and commercializes new technologies to address key industry challenges such as deep water, high pressure, high temperature and harsh environments. ASSETS Our fleet is one of the largest and most versatile in the market, with over 30 vessels including global enabling vessels and more than 175 ROVs. Our onshore assets include a worldwide infrastructure of offices, spool bases, fabrication facilities and operational support yards. LOCAL PRESENCE We invest in building strong local business and infrastructure to enable us to respond to local requirements. We have long term collaborative partnerships with local stakeholders and service providers. Subsea 7 have two offices in Perth servicing the whole of Australia, the bulk of our work is in Western Australia and Victoria. 3

6 OUR RAP Our Australian Office is based in Perth, Western Australia. We acknowledge the Noongar people as the Traditional Custodians of the land on which our Office is based. Specifically, we acknowledge Wadjuk Country. Wadjuk Country stretches from Perth city 50 kilometres to the north, 50 kilometres to the south and 100 kilometres to the east. We also pay respects to other Elders and community members who have come to live and work on Noongar Country, particularly those who have been impacted by former policies of removal from families and homelands the Stolen Generations. Our business extends throughout Australia. We re committed to consulting with Traditional Custodians and Aboriginal and Torres Strait Island communities where we operate. Our objective is to first build an understanding of each other s needs, aspirations, concerns, and to explore opportunities to work together to improve social, economic, education and employment outcomes. The development of this RAP commenced in 2014 through our partnership with the Outback Academy and Red Dust Heelers. We wanted to start to build relationships in Aboriginal and Torres Strait Islander communities, understand the challenges and where we could add value before developing our RAP. Prior to submitting the first draft of our RAP we worked with the Outback Academy for 3 years, supporting the Red Dust Healing Program, conducted cultural awareness training for our management team and became members of Supply Nation. These relationships have allowed us to develop an informed RAP where we have a solid foundation we can build on. Using our RAP as a guide we will to commence the education of our workforce and define with communities how we can best work together to have the greatest positive impacts towards true reconciliation. Our RAP is championed by: Andy Woolgar Managing Director, Australia and New Zealand Chris Ratajczak Sales & Marketing/Supply Chain Director, Asia Pacific Nicole Irvine, Australia & New Zealand Our RAP working group includes 1 Aboriginal and Torres Strait Islander representative and consists of the following people internally and externally: Andy Woolgar Managing Director Nicole Irvine Chris Ratajczak Sales & Marketing/Supply Chain Director Tom Radic Project Brad Prowse Lead Draftsperson Trish Yang Contracts Administrator Mike Hibbard Senior Tendering Engineer Josephine Leong Project Services 4

7 OUR VALUES Our shared Core Values describe what is most important to us as we conduct our business. The way we behave - with each other, our people, clients and suppliers - must reflect those values. If we are not consistent in the way we behave then our values remain statements of intent. Our shared values are: SAFETY We are committed to an incident-free workplace, everyday, everywhere. We continue to minimise the impact of our activities on the environment. INTEGRITY We apply the highest ethical standards to everything we do. We believe that by treating our clients, people and suppliers fairly and with respect we will earn their trust and build sustainable success together. INNOVATION We constantly strive to improve the efficiency of our business by investing in the development of our people and through innovation in technology, operations, and processes. PERFORMANCE We are predictable and reliable in our performance. We always strive for excellence in everything we do in order to achieve superior business results. COLLABORATION We are locally sensitive and globally aware. Our people work together, leveraging our global know-how and capabilities to build sustainable local businesses. 5

8 Subsea 7 took first steps towards reconciliation through a partnership with Outback Academy, including supporting the Red Dust Heelers wheelchair basketball team....subsea 7 began first steps towards reconciliation through sponsorship of the Outback Academy Red Dust Heelers wheelchair basketball team. 6

9 LOOKING BACK - ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLES ENGAGEMENT In 2014, Subsea 7 began first steps towards reconciliation through sponsorship of the Outback Academy Red Dust Heelers wheelchair basketball team into the National Wheelchair Basketball League (NWBL). The Red Dust Heelers team is comprised of Aboriginal and Torres Strait Islander Peoples and other Australian athletes with disability, who travel to communities before and after NWBL engagements to work with children, young people, and others living with disability in communities. The Heelers are regularly called upon to also work with young people without disability but who may be struggling with self-esteem and motivation to stay at school, find a job, deal with isolation and rejection, and generally lead a healthy and positive life. NWBL participation in 2014 enabled the Heelers to raise their team and community profile, and to engage with just on 1000 young people and community members in the highly effective Wheeling and Healing program, with support from local community organisations and leaders, Red Dust Healing leader Tom Powell, Red Dust Heelers Ambassadors Darryl Kickett and Syd Jackson, and the Red Dust Heelers champion community organisation, Woolkabunning Kiaka Inc, Roelands Village WA. HIGHLIGHTS IN 2014 INCLUDED Red Dust Heelers Melbourne and West Australian launches of the NWBL team. Engagement with schools and community members in Western Australia, Queensland, Victoria and New South Wales. Working with Red Dust Heelers Ambassadors including Elders from Woolkabunning Kiaka Inc Roelands Village WA. Tom Powell and Darryl Kickett s mentoring of the leadership team for customised delivery of an introductory Red Dust Healing program with young people with disability. Red Dust Heeler, Ryan Morich, becoming the first Aboriginal athlete with disability to win a scholarship to a USA university for his sport and education (University of Alabama). Growing the relationship between the Red Dust Heelers, Elders and advocates for people with disability across Australia including the First Peoples Disability Network Australia. Australian Paralympic Committee (APC) engagement for Come and Try activities as part of Wheeling and Healing programs. NWBL All Stars team 2014 including Red Dust Heeler Clare Nott. Travelling with team members from Adelaide and Western Australia. Seeing Subsea 7 staff including Executives in wheelchairs alongside community members in Perth. Working with the Victorian and WA Police for community events. Seeing so many children and young people with and without disability, Aboriginal and other Australians, and their family members laughing, having a great time, and making new friends. 7

10 SOME FACTS As we commence this journey we do so in the knowledge that: The Aboriginal and Torres Strait Islander population of Western Australia makes up 3.8% (88,277) of the total population (2011 ABS). The Aboriginal and Torres Strait Islander Peoples population is much younger, more than one-third being under 15 years of age. A much smaller number of people are over 65 (4%) than for other Australians (14%). 50% of the Aboriginal and Torres Strait Islander Peoples population experiences disability, or long-term health condition. The employment rate amongst those with a disability aged is 13% compared with 51% for Aboriginal and Torres Strait Islander ustralians without disability (AIHW ABS 2006). Rate of imprisonment was 14 times higher than for other Australians at June , the highest rate of imprisonment being in Western Australia (ABS 2011). In 2010 one-parent households were increasing (32%) for Aboriginal households, (10%) for other Australians (AIWS 2013). If we are to be effective and sustainable in our approach to reconciliation, we believe our efforts and investments need to be targeted, measurable and innovative. We will put in place with our community partners ways of monitoring and measuring the outcomes of all our efforts, so we can continuously learn and improve what we do and how, and our relationships. 8

11 OUR RECONCILIATION ACTION PLAN

12 RELATIONSHIPS Through forming relationships with Aboriginal and Torres Strait Islander stakeholders and establishing a shared vision, needs and interests we can together create significant social and economic change - on-the-ground and where it counts most. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 1. RAP Working Group (RWG) actively monitors RAP development and implementation of actions, tracking progress and reporting RWG oversees the development, endorsement and launch of the RAP. Ensure Aboriginal and Torres Strait Islander peoples are represented on the RWG. Meet at least twice per year to monitor and report on RAP implementation. Implemented October 2016 Implemented November 2016, reviewed April 2017 & 2018 February 2017, July 2017, November 2017, March 2018, July 2018, November 2018, March 2019 Establish Terms of Reference for the RWG. Completed October 2016, review April 2017, 2018 & 2019 Develop and distribute an expression of interest to join the RWG to key Aboriginal and Torres Strait Islander peoples within our sphere of influence. Completed August 2016 To be done annually: August 2017, August 2018 & August 2019 Managing Director 2. Celebrate and participate in National Reconciliation Week (NRW) by providing opportunities to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other Australians Organise at least one internal event for NRW each year. Register our NRW event via Reconciliation Australia s NRW website. 27 May- 3 June, 2017 & 2018 May 2017 & 2018 Support an external NRW event. May 2018 Ensure our Working Group participates in an external event to recognise and celebrate NRW. Extend an invitation to Aboriginal and Torres Strait Islander peoples to share their reconciliation experiences or stories. Encourage staff to participate in external events to recognise and celebrate NRW. Download Reconciliation Australia s NRW resources and circulate to staff. Work with the Red Dust Heelers to sponsor a Wheeling and Heeling program in a remote community in which we operate. May 2017 & 2018 May 2017 & 2018 May 2017 & 2018 May 2017 & 2018 May 2018 Managing Director 10

13 FOCUS AREA: One of Subsea7 s core business values is collaboration. We are locally sensitive and globally aware. Our people work together, leveraging our global know-how and capabilities to build sustainable local businesses. We see our vision for reconciliation as an integral part of our Australian strategy. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 3. Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcomes Develop and implement an engagement plan to work with our Aboriginal and Torres Strait Islander peoples stakeholders. Meet with local Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement. Develop joint ventures, partnerships, pro bono support or secondment and community capacity opportunities. April 2017 & 2018 April 2017, November 2017, April 2018 October 2017 Sales & Marketing/ Supply Chain Director 4. Launch our RAP both internally and externally to promote reconciliation across our business and sector Implement and review a strategy to communicate our RAP to all internal and external stakeholders. Promote reconciliation through ongoing active engagement with all stakeholders. April 2017 April 2017 & 2018, May 2017 & 2018, August 2017 & 2018, November 2017 & 2018, February 2019, Managing Director Sales & Marketing/ Supply Chain Director 5. Provide opportunities for Reconciliation through Subsea 7 specific groups and initiatives. Provide opportunities through the Subsea 7 Women in Business Group to influence increased opportunity and pathways for young Aboriginal and Torres Strait Islander women into higher education and business February 2018 &

14 RESPECT Education about the history, cultures, needs, concerns and aspirations of the communities in which Subsea 7 works is the first step towards respect. Education both ways also provides the space to understand what is needed for strong relationships to grow and be sustained. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 6. Engage employees in cultural learning opportunities to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements Develop and deliver Cultural Awareness workshop to Leadership and middle Management teams. This workshop to be developed with local Aboriginal and Torres Strait Islander Peoples. Develop and implement an Aboriginal and Torres Strait Islander cultural awareness training strategy for our staff which defines cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided (online, face to face workshops or cultural immersion). (i) I-Tech Cultural Awareness session (ii) Greater Western Flank 2 Project Team Building Day with Collective Canvas creation (iii) NAIDOC week half day event (collective canvas, bush tucker table, TED talk) Completed November 2016 Review November 2018, to ensure new employees are trained April April July 2017 Outback Academy I-Tech Reconciliation Champion (John Duncan) Project RWG Deliver Cultural Awareness Workshop to all employees and s based in Asia. June 2017 & 2018 October 2017 Outback Academy Provide opportunities for RWG members, RAP champions, HR managers and other key leadership staff to participate in cultural training. Completed November 2016, Review November 2018 Promote the Reconciliation Australia s Share Our Pride online tool to all staff. April 2017, 2018 & 2019 Work with local Traditional Land Owners or Aboriginal and Torres Strait Islander peoples to identify the next steps in cultural learning for Subsea 7 employees February Engage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols, such as Welcome to Country and Acknowledgement of Country, to ensure there is a shared meaning Develop, implement and communicate a cultural protocol document for Welcome to Country and Acknowledgement of Country. Develop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships. Invite a Traditional Owner to provide a Welcome to Country at least one significant event. Completed May 2014 Revise every 3 years May 2017 Completed May 2014 Revise every 3 years May 2017 February 2018 & February 2019 Managing Director Include Acknowledgement of Country at the commencement of important internal and external meetings. Implemented 2014 Review May 2017 Managing Director 12

15 FOCUS AREA: This aligns with Subsea 7 value of Integrity. We apply the highest ethical standards to everything we do. We believe that by treating our clients, people and suppliers fairly and with respect we will earn their trust and build sustainable success together. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 8. Provide opportunities for Aboriginal and Torres Strait Islander staff to engage with their culture and communities by celebrating NAIDOC Week Review HR policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week. Provide opportunities for all Aboriginal and Torres Strait Islander staff to participate with their cultures and communities during NAIDOC Week. Provide opportunities for all staff to participate in NAIDOC Week activities. July 2017 July 2017 & 2018 Implemented July 2014, review July 2017 & 2018 Hold an internal or external NAIDOC Week event. July 2018 Support an external NAIDOC Week community event. July 2017 & 2018 Contact our local NAIDOC Week Committee to discover events in our community. July 2017 & Ensure that Subsea 7 Australian business promotes inclusion and diversity. Subsea 7 workplace environments and communication platforms affirm and acknowledge Aboriginal and Torres Strait Islander Peoples connections to Country and the local communities in which the Company works, as advised by the RWG. April 2017 IT 13

16 OPPORTUNITIES Subsea 7 is focussing on delivering opportunities to Aboriginal and Torres Strait Islander businesses, communities and people through our supply chain. By providing opportunities to Aboriginal and Torres Strait Islander Peoples businesses it gives us a great opportunity to deliver positive outcomes and economic sustainability for Aboriginal and Torres Strait Islander Peoples Australians. Subsea 7 will also focus on increasing Aboriginal and Torres Strait Islander Peoples participation within our business by working with Aboriginal and Torres Strait Islander Peoples recruitment agencies and businesses. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 10. Investigate opportunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within our workplace Develop and implement an Aboriginal and Torres Strait Islander Employment and retention strategy. Engage with existing Aboriginal and Torres Strait Islander staff to consult on employment strategies, including professional development. Advertise all vacancies in Aboriginal and Torres Strait Islander media.. February 2018 November 2017 April 2017 Collect information on our current Aboriginal and Torres Strait Islander staff to inform future employment opportunities. November 2017 Review HR and recruitment procedures and policies to ensure there are no barriers to Aboriginal and Torres Strait Islander employees and future applicants participating in our workplace. June 2017 Include in all job advertisements, Aboriginal and Torres Strait Islander people are encouraged to apply. April 2017 Engage with external Aboriginal and Torres Strait Islander peoples and/or consultants to advise on recruitment, employment and retention strategies, including professional development. March 2018 Develop and implement Aboriginal and Torres Strait Islander employment pathways (e.g. traineeships or internships) January

17 FOCUS AREA: This is related to Subsea 7 s core value of innovation. We constantly strive to improve the efficiency of our business by investing in the development of our people and through innovation in technology, operations, and processes. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 11. Investigate opportunities to incorporate Aboriginal and Torres Strait Islander supplier diversity within our organisation Review procurement policies and procedures to identify barriers to Aboriginal and Torres Strait Islander businesses to supply our organisation with goods and services. Develop and communicate to staff a list of Aboriginal and Torres Strait Islander businesses that can be used to procure goods and services. Develop one commercial relationship with an Aboriginal and/or Torres Strait Islander owned business. June 2017 April 2017 November 2018 Maintain Supply Nation Membership. Obtained, November 2016, reviewed November 2017 & 2018 Develop and pilot an Aboriginal and Torres Strait Islander procurement strategy. Investigate opportunities to partner with our local Aboriginal and Torres Strait Islander through Chamber of Commerce. March 2018 January 2018 Sales & Marketing/ Supply Chain Director Client, Supply Nation Sales & Marketing/ Supply Chain Director Managing Director Sales & /Supply Chain Director 12. Establish frameworks to develop and support Aboriginal and Torres Strait Islander Peoples in Subsea 7 worksites and offices. Develop an Aboriginal and Torres Strait Islander professional mentoring network. Develop a cultural mentoring network for existing staff and managers. Support scholarships for Aboriginal and Torres Strait Islander students.. October 2018 October 2018 November 2017 Utilise the Outback Academy Wheeling and Healing program to develop leadership capability for Aboriginal and Torres Strait Islander employees January

18 SUSTAINABILITY ACTION DELIVERABLE TIMELINE RESPONSIBILITY 13. Report RAP achievements, challenges and learnings to Reconciliation Australia Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually. 30 September 2017 & 2018 Investigate participating in the RAP Barometer. May 2018 Measure and report on RAP activities. December 2017 & Report RAP achievements, challenges and learnings internally and externally Publically report our RAP achievements, challenges and learnings. April 2017, 2018 & Review, refresh and update RAP Liaise with Reconciliation Australia to review, refresh and update RAP based on learnings, challenges and achievements. March 2019, Chair of RAP Working Group Send draft RAP to Reconciliation Australia for formal feedback and endorsement. November 2018 CONTACT DETAILS Name: Nicole Irvine Position: Phone: nicole.irvine@subsea7.com Artwork and design by Mazart Design Studio Supply Nation certified. 16

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