Shell Australia. RECONCILIATION ACTION PLAN Updated version for 2014

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1 Shell Australia RECONCILIATION ACTION PLAN Updated version for 2014

2 Message from Shell Australia Country Chair Andrew Smith Shell s first Reconciliation Action Plan (RAP) was introduced in That document made a public statement acknowledging the Aboriginal and Torres Strait Islander community whose country we operate on. Our RAP was an opportunity for us to recognise the business value in identifying mutual benefits that contribute to the reconciliation journey, in the areas of employment and training, business development and social investment. RAP 1 saw us make progress across a number of areas we strengthened our relationship with our social investment community partners through sponsorships and volunteering, delivered cultural awareness training across the organisation, extended our network of RAP Champions and implemented cultural recognition protocols. In 2013 we launched our second RAP. RAP 2 had a focus on delivering hard outcomes across the business. As you will see in the scorecard contained within this document, seven of the 15 key activities have been completed and eight are in progress or ongoing. I m pleased to say that RAP 2 has resulted in our new Commitment to Aboriginal and Torres Strait Islander Peoples, an increase in the number of Aboriginal and Torres Strait Islander employees, the appointment of a RAP Coordinator and more contracting and procurement with Aboriginal and Torres Strait Islander businesses. This year has been a time of change for Shell Australia, with the divestment of our Downstream operations in August However, what hasn t changed is our level of commitment to turning our good intentions into actions, and continuing to make progress towards our RAP. This document is an updated version of RAP 2 which reflects how we will refocus our remaining RAP 2 commitments to reflect our new environment. Our RAP activities are an integral part of what we do and we all have a part to play - whether we have actions to implement or we simply show our support through attending our Reconciliation Week or NAIDOC Week celebrations. Thank you to everyone who has demonstrated leadership and commitment towards creating positive change around reconciliation at Shell so far, and I look forward to your continued support. SHELL S VISION FOR RECONCILIATION Shell Australia aspires to positively contribute to Australia s reconciliation journey. Shell employees will acknowledge and respect the culture and contribution to Australia of Aboriginal and Torres Strait Islander peoples and recognise that true and lasting reconciliation improves prosperity for all Australians, including adding value to our business. RAP Board Steve Phimister Ian Grose RAP Working Group Dennis Kickett RAP Coordinator Christine Haynes Ruth Edwards Ania Cox Don Paulino Nadine Kirsner Paul Ryan Serena Buckley

3 RAP 2 SCORECARD 1 January June 2014

4 RAP 2 Scorecard 1 January June 2014 Relationships COMPLETE IN PROGRESS INCOMPLETE KEY ACTIVITIES/ACTIONS FROM RAP2 1. Increase Aboriginal and Torres Strait Islander representation on RAP Board & Working Group. OUTCOME AND OUR ASSESSMENT OF PROGRESS The External Board position is currently vacant and the process of identifying and appointing the Board member is underway. We increased representation through the appointment of Dale Kickett from the Wirrpanda Foundation to the RAP Champion Committee Perth, as well as through the appointment of self-identified Aboriginal and Torres Strait Islander employees. 2. Implement an Aboriginal and Torres Strait Islander Policy. The Commitment to Aboriginal and Torres Strait Islanders has been developed, endorsed and implemented. 3. Major Shell installations and projects to implement an Aboriginal and Torres Strait Islander Plan with their local community. 4. Focus, as part of our social investment portfolio, on projects designed to invest in the potential of Aboriginal and Torres Strait Islander Australians. A draft Prelude project Aboriginal and Torres Strait Islander Plan is underway and on track for December 2014 delivery. Once business ownership changes have been implemented, Plans will be developed for any other major installations or projects. Shell met the target of at least $1.25 million per annum directed towards projects which support Aboriginal and Torres Strait Islander Australians in 2013 (through support of Indigenous Community Volunteers, AIME, Wirrpanda Foundation and others). The new Social Investment portfolio will be announced in Q4, 2014 and will mean that the target is also met for 2014.The knowledge and experience of social investment partners has been utilised to help educate employees and grow relationships with Aboriginal and Torres Strait Islander Australians through volunteering (more than 60 employees have participated in volunteering opportunities and at least seven such events took place in 2013.) AIME Hoodie Day in 2013 and National Reconciliation Weeks 2013 and 2014 drew hundreds of employees to events at locations around Australia.

5 RAP 2 Scorecard 1 January June 2014 Respect COMPLETE IN PROGRESS INCOMPLETE KEY ACTIVITIES/ACTIONS FROM RAP2 5. Equip our staff with information about our RAP and the culture and history of Aboriginal and Torres Strait Islander people. 6. Acknowledge the importance of our RAP Champion network. Support the RAP Champions to be effective locally. 7. Visible support for RAP and its initiatives from our leaders, demonstrating respect through diversity and inclusiveness. OUTCOME AND OUR ASSESSMENT OF PROGRESS A RAP communications strategy was developed and implemented in both 2013 and The strategy included marking and supporting NAIDOC Week and Reconciliation Week activities, selective training, libraries and learning experiences. We intend to develop a way to measure the profile of RAP amongst employees. A structure was introduced to support and acknowledge RAP Champions, celebrate and recognise their achievements. This included support to be provided via the RAP Coordinator as well as the appointment of RAP Champion sponsors. We have not yet met the target of a pool of 60 RAP Champions. Regular staff meetings are provided with RAP updates by Shell leaders. RAP Board members have briefed their own leadership teams. The cultural protocol is being followed. 8. Cultural awareness & skill development program for all employees. A Cultural Awareness Training strategy has been approved and, following a successful supplier briefing hosted by Supply Nation and a robust procurement process, contracting of a Perth-based Aboriginal and Torres Strait Islander training business is imminent for Western Australian based employees. 9. Follow Shell s Cultural Protocol. The cultural protocol is in place and is being used.

6 RAP 2 Scorecard 1 January June 2014 Opportunities COMPLETE IN PROGRESS INCOMPLETE KEY ACTIVITIES/ACTIONS FROM RAP2 OUTCOMES 10. Implement an Aboriginal and Torres Strait Islander employment & retention strategy. We have met the RAP 2 target of an increase by 15 Aboriginal and Torres Strait Islander employees through self-identification and recruitment. The Aboriginal and Torres Strait Islander Employment strategy was endorsed in late 2013 and has now been reviewed and adjusted to reflect significant changes facing the business. Implementation planning is now underway. Commitment to continuing the summer Aboriginal and Torres Strait Islander interns program is in place. 11. Increase our contracting and procurement with Aboriginal and Torres Strait Islander businesses. Shell has maintained its membership with Supply Nation and continued to increase its procurement with Aboriginal and Torres Strait Islander businesses both directly and indirectly. Shell is actively building its partnership with Supply Nation by presenting in Darwin at a Supply Nation event in March. A number of Shell contract specialists, owners and holders attended the Supply Nation First Steps Supplier Diversity program in Perth in August Increase the reconciliation activities of organisations who tender for work with Shell. Aboriginal and Torres Strait Islander engagement contractual requirements have now been included in contracting and procurement activities. 13. Leverage Shell s business relationships with business customers and joint venture partners. 14. Appoint an Aboriginal and Torres Strait Islander RAP Coordinator. Role established and filled in Shell has continued to encourage its business customers to engage and work with Aboriginal and Torres Strait Islander businesses and promote the development of RAPs through direct engagement with contract holders and stakeholder mapping workshops. Our RAP in Action 15. Report and track on RAP actions. A template has been developed and the RAP Coordinator will review and commence quarterly reporting.

7 Shell celebrates National Reconciliation Week We marked National Reconciliation Week (NRW) with a moving launch event featuring a Welcome to Country from Balladong Nyungar man Barry McGuire and performance from Wadumbah Dance Group. Barry was also joined by Country Chair Andrew Smith and Shell staff for a short walking tour to learn about the local Aboriginal cultural heritage on Shell s doorstep. With the theme for NRW 2014 Let s Walk the Talk, staff signed a Wall of Feet in the Durack building foyer to show their support for Reconciliation. Aboriginal & Torres Strait Islander businesses helped to put the event together - clothing for RAP Champions was provided by Cole Workwear, the design and printing of sticker feet was from Kulbardi and catering for the event was from Kuditj Kitchen.

8 REVISED RAP2 COMMITMENT/MEASURABLE TARGET We have revisited our RAP 2 commitments following the divestment of our Downstream business. Our revised activities, timeframes and targets follow. Relationships Shell s global core values are honesty, integrity and respect. In order to live those values in Australia, as part of our business operations we must build mutually beneficial relationships between Aboriginal and Torres Strait Islander and non-indigenous Australians. KEY ACTIVITIES TIMELINE MEASURABLE TARGET 1. Increase Aboriginal and Torres Strait Islander representation on the RAP Steering Committee. 2. Review Aboriginal and Torres Strait Islander Commitment to ensure it is relevant for remaining Shell Australia business. 3. Shell Operated Ventures to develop and implement an Aboriginal and Torres Strait Islander Plan. 4. Focus, as part of our SI portfolio, on projects designed to help to improve employability and/or maths and science skills of young Australians. Q3, 2014 RAP working group to scope role of external Aboriginal and Torres Strait Islander representation and source member/s. Q3, 2014 Commitment review, endorsed and implemented. Q4, 2014 On target for completion December Ongoing At least $1.5m per annum targeted at social investment projects which support Aboriginal and Torres Strait Islanders. Our RAP in Action Utilise the knowledge and experience of SI partners to educate our staff and grow relationships with Aboriginal and Torres Strait Islanders through volunteering (target minimum 12 employees) and staff events (target minimum 3 events per year).

9 2013 Reconciliation Action Plan Showcase Lockie Cooke (centre), CEO of one of Shell s social investment partners ICEA, attended and spoke at the 2013 Reconciliation Action Plan Showcase in Canberra as a guest of Shell. Lockie is pictured here with Digital comic stars Nelson Baldhead Coppin and Max Supamaxie Coppin who were also amongst the presenters and attendees at the event held at Parliament House. The purpose of the Reconciliation Australia event was to showcase the successes and contribution of RAP organisations to Closing the Gap on Aboriginal and Torres Strait Islander disadvantage and reconciliation. Image by Cole Bennetts and courtesy Reconciliation Australia.

10 RAP 2 Actions REVISED Respect As a key investor in Australia, and a company that believes in diversity and inclusiveness, Shell must respect and seek to understand the culture and history of Aboriginal and Torres Strait Islander peoples. KEY ACTIVITIES / ACTIONS TIMELINE MEASURABLE TARGET 5. Make our Aboriginal and Torres Strait Islander Commitment available to staff and demonstrate how RAP enables us to meet our commitments. Ongoing RAP communications strategy developed and implemented. Mark, celebrate and support NAIDOC Week and Reconciliation Week activities. Measure annually the profile of ATSI commitment and RAP amongst own staff. 6. Acknowledge the importance of our RAP Champions network as reconciliation leaders within Shell. Support the RAP Champions to be effective locally. Q3, 2014 Introduce an ongoing agenda item in Working Group meeting to report the Champion progress. Review required number of RAP Champion committees. 7. Visible support for RAP and its initiatives from our leaders, demonstrating respect through diversity and inclusiveness. Ongoing Leaders speak positively about RAP, support RAP Champions, encourage cultural awareness skill building and look for opportunities to support reconciliation in their business. Each Leadership Team member to conduct a formal RAP engagement each year. 8. Cultural awareness training offered to & strongly encouraged for all staff, with tailored training provided to Senior Leaders, Supervisors of Aboriginal and Torres Strait Islander employees, and particular functional groups (eg. HR, C&P). Ongoing All staff participate in training. 9. Follow Shell s cultural protocol. Ongoing All major meetings and events comply with protocol.

11 Our RAP in Action RAP 2 Actions REVISED Opportunities Shell recognises that strong communities and a diverse workforce will contribute to the prosperity of Australia and to the growth of Shell s business in Australia. In order to provide opportunities for economic independence, Shell commits to working with Aboriginal and Torres Strait Islander peoples, organisations and communities. KEY ACTIVITIES / ACTIONS TIMELINE MEASURABLE TARGET 10. Strategy developed and implemented, including summer 2013/14 intern programme. 11. Equip Shell Australia employees with the skills to increase our contracting and procurement spend with ATSI businesses. Q3, 2015 Target of 10 Aboriginal and Torres Strait Islander employees through selfidentification and recruitment. Q4, 2014 Develop Shell Australia ATSI Economic Opportunity Strategy. Q4, 2014 and then ongoing Make available Supply Nation First Steps training to key Shell Australia employees. Bi-annually, as required and then ongoing Measure and report the number of Shell Australia Contract Holders that participate in internal Contract Holder Training with ATSI engagement content. 12. Increase our contracting and procurement spend with ATSI business and then ongoing Measure the number of ATSI Businesses identified and included in prequalification and tender activities annually and then ongoing Measure the number of Shell Australia contracts that include ATSI Engagement contractual requirements annually and then ongoing Measure the number of contracts awarded to ATSI Businesses annually.

12 RAP 2 Actions REVISED Opportunities KEY ACTIVITIES / ACTIONS TIMELINE MEASURABLE TARGET 12. Increase our contracting and procurement spend with ATSI business (continued) Measure the number of Subcontractor ATSI Engagement Plans put in place annually. Annual and then ongoing Continue Supply Nation membership to assist with identification and engagement of ATSI businesses Award Contract to ATSI business to provide Cultural Awareness Training Explore opportunity for a specialist ATSI Manpower Contract. 13. Identify possible opportunities with joint venture partners. Q4, 2014 Working Group to scope and determine its level of continuation as a RAP action. 14. Appoint a RAP Implementation Coordinator. Q4, 2014 Role scoped and recruited. Complete. 15. Report and track on RAP actions. Ongoing Reporting template developed. Distributed quarterly to senior leadership teams and to RAP Champions. 16. Communicate and engage within the ATSI Business Community to support awareness, and enhance access with the aim of increasing contracting and procurement spend with ATSI business Quarterly and then ongoing Establish quarterly Shell Australia Government Local Content Roundtable with representation from the Department of Aboriginal Affairs and then ongoing Measure and record engagement with ATSI Business community in the areas we operate including industry briefings, forums and industry events.

13 Acknowledge Traditional Owners and Welcome to Country protocol Acknowledging Traditional Owners at our meetings and inviting Aboriginal Elders to give a Welcome to Country ceremony at external events are ways we can show our respect for Australia s First Peoples. It is a gesture of recognition, promotes an awareness of the past and acknowledges the ongoing connection to country of Aboriginal and Torres Strait Islander peoples. Such recognition also facilitates engagement opportunities, developing and further nurturing relationships. Welcome to Country A Welcome to Country is a ceremony performed by an Elder, senior representative of the traditional custodians or local Aboriginal or Torres Strait Islander people, to welcome visitors to their traditional land. It can take many forms depending on the particular culture of the Traditional Owners. It can include singing, dancing, smoking ceremonies or a speech in traditional language or English. A Welcome to Country should be performed at the beginning of an official function (such as a conference), usually as the first item of the opening proceedings. Inviting the Traditional Owners to perform a Welcome at an event is a sign of respect to the traditional custodians. How to organise a Welcome to Country Contact should be made with your local Aboriginal Land Council, local government or state department for Aboriginal Affairs to help identify the traditional owner groups and if they have previously provided Welcome to Country ceremonies. Holding these discussions can take time. So don t leave the organising of this to the last minute! It is best to arrange a meeting with the Elder in advance of the event. Traditional custodians or Elders, like any consultant, will charge a fee to cover their costs including time, travel and any materials. Acknowledgement of Country An Acknowledgement of Country is a way of acknowledging, showing awareness of, and respect for, the traditional Aboriginal or Torres Strait Islander owners of the land on which a meeting or event is being held, and of recognising the continuing connection of Aboriginal and Torres Strait Island people to their country. It can be performed by a non-indigenous person. When should we acknowledge traditional owners and custodians? At the start of a larger meeting or forum, it is respectful for the MC or first speaker to recognise the Traditional Owners and custodians of the land on which the meeting is occurring. For example: when bringing people from outside the organisation together (external guests); when people have travelled to meet together from other areas (external and/or internal guests); when discussing issues relating to Aboriginal and Torres Strait Island People; or when Aboriginal and Torres Strait Islander People are attending. Subsequent speakers may also wish to recognise Traditional Owners and custodians.

14 Frequently Asked Questions What is Reconciliation? Reconciliation Australia defines reconciliation as building mutually respectful relationships between Aboriginal and Torres Strait Islander and other Australians, that allow us to work together to solve problems and generate success that is in everyone s best interests. Achieving reconciliation involves raising awareness and knowledge of Aboriginal and Torres Strait Islander history and culture, changing attitudes that are often based on myths and misunderstandings, and encouraging action where everyone plays their part in building a better relationship between us as fellow Australians. Across its 110 plus years of business in Australia, Shell has not focused proactively upon developing opportunities for Aboriginal and Torres Strait Islander Peoples, other than, over recent times, through its social investment activities. Increasingly, we are a significant investor and employer in Australia. Reconciliation is important to the people and government of the country in which we live and contribute. The opportunities which arise for Shell, and for Aboriginal and Torres Strait Islander people through Shell s actions, need to be tackled together for our mutual benefit. What is a RAP? The Reconciliation Action Plan (RAP) program was launched in July 2006, the 40th anniversary of the 1967 referendum where more than 90% of voters said YES to equality for Aboriginal and Torres Strait Islander fellow citizens. The RAP program is a framework designed to turn good intentions into action by encouraging and supporting organisations, large and small, to engage within their sphere of influence in a national effort to close the gap in life expectancy between Aboriginal and Torres Strait Islanders and other Australians. The framework covers the activities that we know can make a difference: building good relationships; respecting the special contribution of Aboriginal and Torres Strait Islander peoples to Australia; and ensuring Aboriginal and Torres Strait Islander children have the same life opportunities as other children in this prosperous country. New Zealand, the United States and Canada have greatly improved their Indigenous life expectancy statistics. Hopefully in Australia, we can do the same. Having a RAP is a long term process and commitment. Closing the gap on life expectancy will take years to achieve, but it is achievable. That the life of an Aboriginal and Torres Strait Islander child is likely to end significantly earlier than a non-aboriginal and Torres Strait Islander child is not acceptable in an affluent country like ours. What are the benefits of a RAP? There are numerous benefits to be gained by developing a RAP: It s a tool to help our organisation build positive relationships between Indigenous and non-indigenous people. It gives a clear format to explore how reconciliation can advance our business. It will be Shell s public contribution towards the national effort to close the life expectancy gap between Indigenous and non-indigenous children. It will reinforce Shell s commitment to Australia and its Indigenous people. Shell conducts business in or near Indigenous communities. Having a RAP is an important way to show our support to closing the gap. It will help our employees, especially those from overseas, understand more about Australia s culture and history. Developing a meaningful RAP takes time, but the final product is a simple, easy to read plan.

15 How will a RAP change the way I work? Consider how your part of the business can provide opportunities to help close the gap for Aboriginal and Torres Strait Islander peoples. This could be by contracting to organisations that support Aboriginal and Torres Strait Islander workers or programs, by acknowledging the Traditional Owners of the land at Shell external events to help raise awareness and demonstrate Shell s commitment, by attending cultural awareness training and/or by just keeping an open mind. Does this mean extra work for me? Mostly not, as this is about the way we do our work rather No, as this is about the way we do our work rather than doing more things. Some areas of our business will need to work on specific actions (for example, developing an Aboriginal and Torres Strait Islander employment and retention strategy and a business engagement strategy). All employees will have the opportunity to take part in Cultural Awareness Training and to follow the cultural protocol. What is a RAP Champion? RAP Champions are a liaison between the RAP Steering Committee and their work site. Their key role is to promote and encourage participation in our RAP and its associated activities. They will also help to answer colleagues questions about RAP or direct them to someone who can. if you d like to be involved. Where do I go for more information? Visit Shell in Australia s intranet homepage and click on reconciliation or contact your local RAP Champion. Select the training link to take the online training. e. w. Who can have a RAP? Community Organisations Corporate Organisations Peak Organisations Schools Universities and Training Organisations Federal Government State Government Local Government Who else has a RAP? See for a list of organisations. Who is Reconciliation Australia? Reconciliation Australia is an independent, not-forprofit organisation that was established in 2000 by the former Council for Aboriginal Reconciliation. It is the peak national organisation building and promoting reconciliation between Indigenous and non-indigenous Australians for the wellbeing of the nation. It has developed the Reconciliation Action Plan process and actively supports RAP ers across Australia.

16 Our Business Upstream Operations The Upstream business is the exploration, production and gas commercialisation part of Shell s Australian business. Shell s Upstream business in Australia is based in Perth and employs more than 800 staff. Downstream Operations Shell Australia s Downstream operations consist of our Aviation business. Fuels and lubricants are delivered to airports across the country, refuelling over 1,000 flights a day. With its non-operated and operated activities in Australia s Liquefied Natural Gas (LNG) industry, Australia is key to Shell s LNG growth aspirations globally. Shell is planning to spend $30 billion over the next 5 years developing large gas resources in Australia and maintains a substantial exploration portfolio off the coasts of Western Australia and the Northern Territory, as well as having coal seam (CSG) interests in Queensland. These holdings are key to Shell s growth aspirations globally, Shell sees natural gas as a major part of the energy mix needed to meet the world s growing energy demand. Artist: Beverly Cameron Region: Nyapari (Northern South Australia) Title: Piltati Size: 128.5cm x 98.5cm Beverly was born in a creek at Ayeronga in The artwork was purchased by the Shell in Australia Country Chair in 2010 and can be viewed at Shell s Perth office. Beverley Cameron/Licensed by Viscopy, 2013 Printed by Kaarunga Media FOR MORE INFORMATION ABOUT SHELL S RAP: e. w.

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