Our Reconciliation Action Plan

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1 Shell Australia Reconciliation Action Plan 2011

2 Our Reconciliation Action Plan Shell has decided to put in a place a RAP to ensure that we are playing a role in reconciliation activities in Australia, through increasing cultural competence of our employees, providing training and employment, contracting opportunities and social investment. It is our belief that these activities will help our business in Australia grow and prosper. The introduction of a RAP for Shell in Australia means that our business will, for the first time, be making a statement that it wants to be part of reconciliation efforts, recognising that it is critical to work with Aboriginal and Torres Strait Islander people for the prosperity of Australia. By improving Shell s interaction with Aboriginal and Torres Strait Island peoples and communities around Australia, we will open our business to new opportunities through customers, contractors, employees and social investment collaborations. Our Reconciliation Action Plan Steering Committee: Ian Grose Chairman Jason Glanville CEO (National Centre of Indigenous Excellence) James Crowden Linda Downes Gemma Jones Sharon Landers Cliff McKinley Jenny Odgers Development of our RAP has involved: Obtaining the support of our business leaders to develop a draft RAP Establishing a RAP Steering Committee Turning our good intentions towards reconciliation into action by identifying key actions, timelines and measurable targets for strengthening relationships, elevating respect and increasing opportunities Gaining the support of the business leaders to proceed to launch Shell Australia s first RAP in 2011 Implementing a refresh schedule to improve and add to our RAP each year. The RAP framework has three core areas that organisations must address; relationships, opportunities and respect. The information below indicates what these mean for Shell, our areas of focus and some examples of activities we will do to address these focus areas. Developing a RAP is a long term commitment and we hope you will join us on the journey. More detail on our plans can be found inside.

3 Our RAP Highlights 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 peoples and non-indigenous Australians. We want to build relationships Internally with Aboriginal and Torres Strait Islander employees With social investment community partners who work with Indigenous communities With our Indigenous fenceline/local communities. We are working to Increase Indigenous representation on Shell s RAP steering committee Provide opportunities for employees to volunteer to work with Indigenous communities Have each Shell Operating and Project site appoint a Shell employee as a RAP Champion. 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. We want to build respect by Improving the cultural competence of all employees Implementing a communications plan to increase awareness, input to and support for RAP initiatives. We are working to Develop and introduce cultural recognition protocols for Shell Australia, such as Welcome to Country and Acknowledgement of Country at appropriate events Promote and support key calendar events such as NAIDOC Week (July) and Reconciliation Week (May) Encourage all lines of business in Australia to identify and implement opportunities to promote reconciliation and Indigenous issues within teams. 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. We want to build opportunities by Developing and implementing an Aboriginal and Torres Strait Islander employment and training strategy designed to attract and retain Aboriginal and Torres Strait Islander employees Developing and implementing a contracting and procurement strategy which maximises benefits to Indigenous communities. We are working to Conduct a review of our current recruitment methodology to ensure it is inclusive and supportive of cultural differences Develop a specific Indigenous recruitment, training and retention strategy for Shell Australia, that is implemented locally Develop questions for prospective suppliers/contractors to determine their approach to reconciliation.

4 Our 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.

5 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 peoples. Focus areas: Build relationships internally with Aboriginal and Torres Strait Islander employees Build relationships with Social Investment community partners who work with Indigenous communities Build relationships with our Indigenous fenceline/local communities Key activities / actions Timeline Measurable Targets Relationships with Aboriginal and Torres Strait Islander employees 1. Increase Indigenous representation on the RAP Steering Committee 2. Implement process to understand composition of Shell Australia s workforce (Includes being able to acknowledge employees who identify as Aboriginal or Torres Strait Islander) 3. Understand how current Aboriginal and Torres Strait Islander employees wish to be involved with RAP initiatives and encourage ownership and involvement Nov 2011 Assess level of internal interest Act to appoint extra representation Identified method to determine composition of Shell s workforce in Australia Implement method Meet with identified staff Implement action plan based on suggestions and needs Relationships with Social Investment community partners 4. Continue to work and build relationships with social investment partners working in the Indigenous support community (eg Indigenous Community Volunteers) 5. Provide opportunities for Shell employees to volunteer to work with, or be seconded to, our Social Investment community partners working in the Indigenous support area 6. Provide opportunities for Shell employees to visit Indigenous communities Jun 2012 Two to three Social Investment community partners working in the Indigenous support area as part of our social investment portfolio Opportunities for at least four volunteering positions will have been advertised and filled Working with selected Indigenous communities to develop opportunities for visits by up to six employees Visits taken place Relationships with our fenceline/local Indigenous communities 7. Each Operating site and Project to develop and implement an Indigenous engagement strategy including the identification and consolidation of current Indigenous community engagement and development activities undertaken by Shell 8. Each Operating site and Project will appoint a Shell employee as a RAP Champion at the appropriate Shell location. 9. RAP Steering committee to ensure that RAP is implemented at local Shell sites across Australia using Champions/committees 10. Review the need for an Indigenous Relations Manager to manage the activities for the Shell RAP and ensure delivery and commitment is ongoing Nov 2011 Jun 2012 Sep 2011 Review Indigenous engagement strategies at major Facilities and Projects Indigenous engagement strategies put in place at each major Facility and Project RAP Champion position descriptions developed Personnel appointed Documented plans for each site complete and being implemented through a RAP Champion Scope out job description. Justify the need for the role

6 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. Focus areas: Improve the cultural competence of all employees Implement a communications plan to increase awareness, input to and support for RAP initiatives Key activities / actions Timeline Measurable Targets 11. Develop and introduce cultural recognition protocols for Shell in Australia including Welcome to Country and Acknowledgement of Country at appropriate events Ongoing from Jul 2011 Protocols developed and implemented 12. Naming policy for rooms, facilities, ships etc Naming policy complete and rolled out to Shell Australia locations 13. Make available online cultural awareness training to all employees Ongoing from Jul 2011 Make cultural awareness training available to all employees via Shell RAP intranet Cultural competence 14. Deliver face-to-face cultural awareness programs through accredited Indigenous organisations for employees at major locations 15. Promote and support key calendar events (eg NAIDOC Week, Reconciliation Week). Draw on the experience of our social investment community partners to coordinate activities (eg ICEA) 16. Encourage all lines of business in Australia to identify and implement opportunities to promote reconciliation and Indigenous issues in their teams/business 17. Promote (if) purchase/commissioning of Indigenous art for Shell offices. Include Indigenous art/graphics in key collateral and gifts (eg RAP and recruitment materials where appropriate). Develop/ revise inclusiveness statement for recruitment advertising 18. Review the desire to introduce an annual Reconciliation Champions Award to recognise Shell employees who have actively promoted reconciliation and Indigenous issues 19. To identify and include relevant Indigenous media organisations/ outlets as part of media dissemination 20. Make copies of The National Indigenous Times and the Koori Mail available along with mainstream newspapers 21. Examine initiatives which bring Indigenous culture to a broader audience ie arts, sport, dance etc and determine if Shell could support (Corporate Entertainment/Sponsorship) Communications Plan 22. Develop a communications strategy with toolkit to share knowledge and the understanding of the RAP process and seek input into our RAP 23. As part of the communications strategy, review Shell in Australia s induction programs, leadership development programs, our web sites and corporate communication material to ensure all employees are aware of the company s commitment and how they can contribute Sep 2011 Ongoing Jun 2012 In place Jun 2012 Jun 2011 Apr 2012 Target group identified RAP Champions, HR, RSC and business Budget secured and committees in place Celebrations/events organised Line managers have cultural competence as a KPI and work with their team to identify opportunities Contract for use of Indigenous artwork obtained; RAP and recruitment artwork completed Investigate, define criteria and decide for launching in year 2 Indigenous media outlets identified and added to upstream and downstream media distribution lists Indigenous media identified and subscriptions in place Budget obtained Events sponsored Communication strategy in place Review completed Action items complete

7 Opportunities Shell recognises that strong communities and a diverse workforce will contribute to the prosperity of Australia and 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. Focus areas: Develop and implement an Aboriginal and Torres Strait Island employment and training strategy designed to attract and retain Aboriginal and Torres Strait Island employees Develop and implement a contracting and procurement strategy which maximises benefits to Indigenous communities Key activities / actions Timeline Measurable Targets Employment and training strategy 24. Conduct a review of current recruitment methodology to ensure they are inclusive and supportive of cultural differences, including through seeking expert advice (likely external). Implement any identified changes 25. Develop specific Indigenous recruitment, training and retention strategy for Shell Australia that is implemented locally Contract and procurement strategy 26. Contracting and procurement (C&P) strategy which targets Indigenous suppliers and maximises benefits to Indigenous communities 27. Approach and understand the business of AIMSC (Australian Indigenous Minority Supplier Council) 28. Develop questions for prospective suppliers/contracts to determine their approach to reconciliation May 2012 Jun 2011 Processes reviewed and revised Identified changes implemented Country-wide strategy developed Rolled out to local HR sites Develop agreed targets C&P in US and DS organisations contacted and asked to develop strategy for Indigenous suppliers Strategy developed Define agreed targets Council approached, relationship formed and way forward planned Questions approved and used by C&P for future contracts/tenders Our business Shell is a major global energy organisation, employing around 2500 people in Australia. We have had a presence in Australia since Our business in Australia is broadly divided into upstream and downstream. Upstream Operations The upstream business finds, develops and supplies liquefied natural gas (LNG), condensates and liquefied petroleum gas (LPG) to overseas markets and natural gas to domestic customers in Western Australia. Shell s upstream business in Australia is based in Perth and employs more than 200 staff. Australia is a growth centre for Shell globally. We are developing large gas resources and maintain a substantial exploration portfolio off the coasts of Western Australia and the Northern Territory, as well as having coal seam gas opportunities in Queensland. Downstream Operations Every day, Shell Australia s downstream business trades with thousands of customers throughout the country - manufacturing and supplying a quarter of Australia s petroleum requirements. We employ around 2200 people in our downstream operations to supply and distribute Shell automotive fuels, lubricants, aviation fuels, bitumen, marine fuels and chemicals. Our reputation rests on bringing these products to market in a timely, reliable and environmentally responsible manner.

8 For more information about Shell s RAP Website: As one of the world s leading energy companies Shell plays a key role in helping to meet the world s growing energy demand in economically, environmentally and socially responsible ways. In Australia, Shell employs around 2,500 people and is involved in searching for and producing oil and gas, as well as refi ning, supplying, manufacturing and marketing a range of products. Shell is a major global energy organisation that has had a presence in Australia since Our business in Australia is broadly divided into upstream and downstream. The upstream business fi nds, develops and supplies liquefi ed natural gas (LNG), condensates and liquefi ed petroleum gas (LPG) to overseas markets and natural gas to domestic customers in Western Australia. The downstream business manufactures petroleum products, supplying 25% of Australia s petroleum requirements. We have thousands of customers throughout the country. The products supplied by our businesses and the jobs they generate make a signifi cant contribution to the Australian economy. 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 offi ce.

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