Acknowledging Country. Front cover artwork: About Woodside. About Allery Sandy. Terminology WESTERN AUSTRALIA. Birlin Birlin, by Allery Sandy

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1 Reconciliation Action Plan 2016

2 Front cover artwork: 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. 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. Acknowledging Country 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 head office in Perth, Western Australia, is located on Wadjuk Noongar country. 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. Karratha Perth Broome Ngarluma Roebourne Yindjibarndi Wadjuk Yawuru WESTERN AUSTRALIA 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. 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 more than 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. Terminology When communicating with a wide audience, Woodside uses the term Indigenous, in keeping with accepted international practice. In this Reconciliation Action Plan (RAP), the use of Indigenous is intended to be inclusive of Aboriginal and Torres Strait Islander Australians. When communicating within a specific region, we defer to the protocols advised by local Traditional Owner groups.

3 CEO MESSAGES In essence, the oil and gas business is a relationships business. Strong relationships with our stakeholders form the basis of our social licence to operate. Our relationships with Indigenous people in the North West of Western Australia have developed over almost 40 years. We have learned valuable lessons through this engagement lessons that we will take with us around the world as Woodside grows its global business. Our goal, to become a global leader in upstream oil and gas, is underpinned by a culture of strong values that are defined in the Woodside Compass: integrity, respect, discipline, excellence, working together, and working sustainably. The Respect, Relationships and Opportunities framework of the Reconciliation Action Plan (RAP) offers a way for us to translate improvements in our culture into meaningful results for Indigenous people, and for our business. I m proud of our third RAP, which has been given Reconciliation Australia s highest rating of Elevate. We have committed to measuring and understanding the outcomes of our activities, and improving the way we work. We are giving more consideration to what we are like to work for, and do business with. My expectations for this RAP are higher, and so is my confidence in the abilities of Woodside staff, contractors, community partners, and other contributors to deliver. Our annual progress reports under this RAP will tell our story with integrity and transparency, because we want our results to reflect our values. Reconciliation Australia congratulates Woodside on its past successes and ongoing commitment to reconciliation as it implements its third Reconciliation Action Plan (RAP), an Elevate RAP. In adopting an Elevate RAP, Woodside joins an elite group of organisations that have taken reconciliation beyond business as usual and embedded it in the delivery of core business practices and decision-making at the highest level. This is Woodside s third RAP and they have shown a strong track record of following through with their RAP commitments and building meaningful partnerships with Aboriginal and Torres Strait Islander peoples and communities. Great progress has been made across the key domains of reconciliation relationships, respect and opportunities. Woodside first established a presence in remote areas of Western Australia over 40 years ago, and were the first oil and gas company with a RAP. Woodside s vision for this Elevate RAP centres on the idea of exchange: Yinjal in the language of the Ngarluma people from the Pilbara where Woodside s gas plants are located. This vision communicates Woodside s intent to show greater recognition of the contributions of Aboriginal and Torres Strait Islander people to their business. I congratulate Woodside too on their leadership beyond the sector. The Woodside Development Fund has a ten-year mandate, and is already acting within and beyond Woodside s host communities to improve collaboration, coordination and outcomes in the early childhood sector a critical area for change if we are to close the gap. Reconciliation Australia s RAP program inspires social change in workplaces around the country. The actions in this Elevate RAP signifies Woodside s continued and accelerated commitment to meaningful and sustainable outcomes for Aboriginal and Torres Strait Islander people and their communities. Raising the bar of its reconciliation ambitions sets a fine example to others within its sphere of influence. On behalf of Reconciliation Australia, I commend Woodside on its Elevate RAP and look forward to following its impressive reconciliation journey. Peter Coleman Woodside Justin Mohamed Reconciliation Australia 1

4 OUR JOURNEY Every story has a beginning. Allery Sandy s painting, on the cover of Woodside s third RAP, shows the place where it began for Yindjibarndi people. At that place, story, song and dance are shared. Through the activities that happen at Birlin Birlin, and many other places around Australia, the longest continuous living culture on earth is held safe and strong. Woodside s story began much later. We listed on the stock exchange in 1954 and discovered oil at the Legendre field in North West Western Australia in During construction in the early 1980s, the Woodside-operated North West Shelf Project and Western Australian Museum worked together to relocate approximately 1,800 engraved boulders to a temporary holding area, known as the Hearson Cove Compound. Activities under this process reflected best practice at the time, but we do things differently today. We work alongside Traditional Custodians at the outset, factoring the location of significant sites into our facility designs, and seeking acceptable ways to minimise any disturbance. 2 Subsequent gas discoveries nearby throughout the 1970s led to construction of the North West Shelf Project s Karratha Gas Plant (KGP) and supply infrastructure on the Burrup Peninsula (Murujuga) in It was at this point that Woodside s story arrived in the place of the Ngarluma, Yindjibarndi, Wong-Goo-Tt-Oo, Yaburara and Coastal Mardhudhunera people the Traditional Custodians of the Burrup Peninsula. The Murujuga National Park, established in 2013, contains some of the highest concentrations of rock engravings in the world, as well as shell middens, stone artifact scatters and arrangements, quarries, ceremonial and mythological sites, and final resting places. Working together was an important part of Woodside s success in taking Pluto LNG from discovery in 2005 to operations in 2012 a near record timeframe for an LNG facility. Ngarluma and Yindjibarndi Foundation Limited Agreement signed in During this time, Pluto LNG signed the Conservation Agreement to preserve the heritage values of the area, and became party to the Burrup and Maitland Industrial Estate Agreement. From , we worked closely with Indigenous people in the Kimberley region of Western Australia as we evaluated a concept to process gas from the remote Browse Basin through an onshore gas plant. Some Traditional Owner groups supported the proposal, while others did not. Ultimately, the onshore concept did not meet our commercial requirements to proceed to the next phase.

5 THE NEXT CHAPTER In order to successfully transition our focus from activities to outcomes, we have set a new vision for this RAP: The respective journeys of Woodside and Indigenous people are enhanced through a mutual exchange of Respect, Relationships and Opportunities. Just as Woodside is committed to improved outcomes for Indigenous people, we increasingly recognise that Indigenous people have knowledge, skills and connections that can help us achieve our company vision of becoming a global leader in upstream LNG. While our vision is global, our core remains in Australia. We will continue to strengthen our relationships with local Elders and other leaders, while building connections with young people the next generation of Traditional Owners and Custodians. This concept of exchange is known as Yinjal ( I give to you, you give to me ) in the language of the Ngarluma people. For many years, the principal mechanism for making commitments specific to Indigenous people has been land use agreements. We gained an additional tool when we joined the RAP community in In the process of forming our first RAP, Woodside formally acknowledged that our Perth headquarters stood on the banks of the Swan River, known to the Wadjuk Noongar people as the Derbarl Yerrigan ( the estuary rises up ). In 2014, Woodside reached a landmark moment in our reconciliation journey, with the conclusion of a long-term remediation project for the Hearson Cove Compound. More than 1,700 boulders were successfully repositioned in more culturally appropriate locations, under direction from senior Law Men. By the time our second RAP concluded in 2015, we had doubled our Indigenous workforce from the 2010 base and issued 177 contracts to Indigenous-owned businesses. More importantly, we generated the momentum to keep improving. 3

6 EVOLVING OUR RAP THROUGH CONTINUOUS IMPROVEMENT Learn Plan We are committed to learning from the results and outcomes of our RAP initiatives, translating these to improvements in our processes and core business activities. We will continue to seek feedback from our employees, host communities and other RAP partners throughout this journey. We have identified four areas for focus and outcomes-based achievement in this RAP: Across the six years of our first two RAPs, we pursued goals and measured results for over 100 separate initiatives. This approach increased business-wide visibility of our RAP. It also highlighted the need to connect our activities to a wider strategy and narrative, and to prioritise work that leads to the most meaningful outcomes for Indigenous people, and for our business. Measure Achieving outcomes requires steadily embedding RAP initiatives into existing business-wide planning and performance measurement tools. Externally, we will maintain our commitment to transparency of results and learnings through annual public reporting, which will be independently assured. Confidence in our data and results will provide a firm foundation for the next improvement cycle. 1. Respect; 2. Relationships; 3. Opportunities; and 4. National Leadership. Core business activities have been mapped to each focus area, and house a range of new and ongoing mandatory and voluntary initiatives. Do Taking our learnings from the past, and providing clear vision, priorities and structure will enable our employees, host communities, and other RAP partners to readily engage and contribute. An important part of these engagements and contributions will be to set the right goals and collect the necessary data to measure performance at the activity level, and over time, at the outcomes level. Woodside s Chief Operations Officer, Mike Utsler, participates in a Noongar Welcome to Country ceremony in Perth, as part of his Woodside orientation. 4

7 OUR THIRD RAP WOODSIDE S INDIGENOUS COMMUNITIES POLICY AND LAND USE AGREEMENTS VISION FOR RECONCILIATION: YINJAL The respective journeys of Woodside and Indigenous people are enhanced through mutual exchange of Respect, Relationships and Opportunities. FOCUS AREAS: RESPECT, RELATIONSHIPS, OPPORTUNITIES AND NATIONAL LEADERSHIP CORE BUSINESS ACTIVITIES Cultural competency programs Internal engagement External engagement INTERNAL GOVERNANCE Oversight: Woodside Board Sustainability Committee. Decision-making: Indigenous Affairs Leadership Team (executives with operations, corporate, human resources and procurement responsibilities). An initiative under our Relationships commitment is to adopt a mechanism that formalises the contributions to this group from Indigenous people, within and outside Woodside. Woodside s Leadership and Management Development Framework Protocols Social contribution Employment and contracting through partners Cultural heritage management Woodside employment and development Business development Agreement making and implementation Woodside contracting Woodside Development Fund Advice: Technical Working Group (ongoing advice from functional leaders and managers of core business activities.) 5

8 RESPECT Respect is the foundation for improvement. RAP Commitment Indicators of success Woodside will be a better place for Indigenous people to work and conduct business. We will cultivate a greater workforce and stakeholder appreciation of Indigenous cultures. Measurable improvement in Indigenous people s perceptions of Woodside. Measurable improvement in levels of workforce cultural competency. Relevant core business activities Cultural competency programs Cultural heritage management Leadership and Management Development Framework Protocols Internal engagement Social Contribution Strategy New initiatives for this RAP Ongoing RAP initiatives Annual increase in the proportion of our workforce with cultural competencies. Grow the Reconciliation Interest Group into an independent group, run by Indigenous and non-indigenous staff from a range of diciplines. Uphold our protocols for Welcome to Country and mark significant national occasions for Indigenous people alongside the community. 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. Improve the range of cultural competency programs covered by our Leadership and Management Development Framework. Promote and support Conservation Agreement legacy projects. Shared values Respect We give everyone a fair go. We listen and seek to understand the position of others. We encourage other points of view to achieve better outcomes. Kia yeye ngulla Woodside yoorl koorliny buranging quop weirn nyinniny Noongar boodjar Woodside comes with the good spirit to sit here on Noongar country. 6

9 RELATIONSHIPS From Respect, our Relationships can deepen. RAP Commitment Indicators of success Woodside will build and maintain excellent relationships in line with our values, at all times and in all environments. We will respect the unique character of the Indigenous communities where we have an effect, and progress the things that we mutually agree are the most important and have the greatest potential for advancement. Measurable improvement in Indigenous stakeholder perceptions of Woodside. Indigenous people inform our approach to our company growth strategy. Greater uptake of RAP activities in company planning and reporting. Positive feedback from partners and participants about the relevance and benefits of Woodside-supported programs. Relevant core business activities Cultural competency programs Cultural heritage management Leadership and Management Development Framework Protocols Social Contribution Strategy Internal engagement External engagement Agreement making and implementation New initiatives for this RAP Formalise a suitable Indigenous advisory mechanism to support the Indigenous Affairs Leadership Team of senior executives (IALT). Increase leadership interactions with Indigenous people. Align our social contributions more closely with community priorities. Develop and implement a single engagement plan to monitor relationships and coordinate Indigenous stakeholder interactions across Woodside. Ongoing RAP initiatives Maintain the IALT as a principal governance mechanism. Hold regular meetings with the Traditional Owners and Custodians of the lands where we have an effect. Support governance training for Indigenous organisations. Involve leaders across the company in our cultural competency programs. Strive for best-practice implementation of land use agreement commitments. Shared values Working together We are on the same team. We build long-term partnerships. Kia yeye nyuny Noongar yoorl koorliny buranging quop weirn nyinniny nguny boodjar We Noongar come with the good spirit to sit here with Woodside. 7

10 OPPORTUNITIES Relationships, based on Respect, create Opportunities. RAP Commitment Indicators of success Woodside will increase the return to Indigenous people and communities arising from our business activity. We will offer development opportunities to Indigenous people, making sure to include men and women, and young and old. Year-on-year improvement in aggregate employment and contract totals, across Woodside, contractors, community partners and other contributors. Growth and development of directly-employed Indigenous staff. Year-on-year improvement in social outcomes tied to social contribution programs. Relevant core business activities Woodside employment and development Business development External engagement Woodside contracting Social Contribution Strategy Employment and contracting through partners Woodside Development Fund New initiatives for this RAP Influence our contractors, community partners and other stakeholders to define and capture the results they achieve arising from their relationship with Woodside. Complement our focus on professional opportunities with additional consideration of opportunities for trade backgrounds. Monitor and support the development and retention of Indigenous staff. Provide tailored training and upskilling opportunities, such as seminars, conferences and leadership training for Indigenous employees. Broaden our support for education outcomes to cover the whole child to adult learning spectrum. Develop contract opportunities so that a greater proportion of our Indigenous contracts are classified as sustainable long-term contracts (over A$1m in value and/or longer than 12 months duration). Ongoing RAP initiatives Offer employment and further development opportunities, directly and through partners, across a range of entry-level and professional pathways. Offer contracting and business development opportunities, directly and through partners. Expand mentoring offerings for Indigenous employees to all sites. Include initiatives aimed at a cross-section of communities in our suite of social contribution, community employment and upskilling programs. Shared values Excellence We achieve great results. We learn. We get better. Boordawan ngulluckiny woort koorliny buranginy ngulluckiny quop weirn We will carry away our mutual good spirit. 8

11 NATIONAL LEADERSHIP Change demands innovation. RAP Commitment Indicators of success Woodside will contribute to improved early childhood outcomes for Indigenous Australian children and families through the Woodside Development Fund. Measurable improvement in early childhood outcomes in target communities, through indicators such as the Australian Government s Australian Early Development Census; Measurable improvement in data-gathering capacity and collaboration among organisations participating in the Fund; and Contributions by Fund participants and projects to state and national-level early childhood dialogue and policy debate. Relevant core business activities Woodside Development Fund External engagement The desire to improve the lives of our children can be observed across diverse cultural, geographic and economic settings. Furthermore, research indicates that the early years of a child s life not only affects their immediate and future wellbeing, but also has positive consequences for their families and communities. When effective programs are scaled up, returns can be measured across a range of national indicators, from greater labour force participation, to reduced expenditure on healthcare and criminal justice systems. Almost as universal as the desire to improve child wellbeing is the experience of reduced effectiveness, due to uncoordinated efforts. Programs operating in the same area, in isolation from one another, can unintentionally duplicate or undermine well-intentioned work, reducing the effectiveness of dedicated financial and human capital. In response, Woodside is evolving the way in which we contribute to communities, with the launch of the Woodside Development Fund in The Fund is aimed at improving early childhood development outcomes for vulnerable children from birth to eight years of age. No single individual, program, organisation, institution, company or government can bring about large-scale social improvement alone. The Fund is a A$20 million, 10-year commitment to improving capability, coordination and collaboration among contributors in the early childhood sector. At the time of publication, the Fund supports ten initiatives that reach vulnerable children in 46 Western Australian communities, 14 communities in other parts of Australia and one community in Myanmar. 9

12 SUMMARY OF KEY INITIATIVES Under the broad RAP commitments on the preceding pages, we have set out a number of new and continuing initiatives. These are summarised below. While each initiative is allocated to a single focus area, most will need to work across the framework of Respect, Relationships and Opportunities in order to be effective. New initiatives for this RAP Respect Relationships Opportunities Annual increase in the proportion of our workforce with cultural competencies. Grow the Reconciliation Interest Group into an independent group, run by Indigenous and non-indigenous staff from a range of disciplines. Formalise a suitable Indigenous advisory mechanism to support the Indigenous Affairs Leadership Team of senior executives (IALT). Increase leadership interactions with Indigenous people. Align our social contributions more closely with community priorities. Develop and implement a single engagement plan to monitor relationships and coordinate Indigenous stakeholder interactions across Woodside. Influence our contractors, community partners and other stakeholders to define and capture the results they achieve arising from their relationship with Woodside. Complement our focus on professional opportunities with additional consideration of opportunities for trade backgrounds. Monitor and support the development and retention of Indigenous staff. Provide tailored training and upskilling opportunities, such as seminars, conferences and leadership training for Indigenous employees. Broaden our support for education outcomes to cover the whole child to adult learning spectrum. Develop contract opportunities so that a greater proportion of our Indigenous contracts are classified as sustainable long-term contracts (over A$1m in value and/or longer than 12 months duration). 10

13 Ongoing RAP initiatives Respect Relationships Opportunities Uphold our protocols for Welcome to Country and mark significant national occasions for Indigenous people alongside the community. 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. Improve the range of cultural competency programs covered by our Leadership and Management Development Framework. Promote and support Conservation Agreement legacy projects. Maintain the IALT as a principal governance mechanism. Hold regular meetings with the Traditional Owners and Custodians of the lands where we have an effect. Support governance training for Indigenous organisations. Involve leaders across the company in our cultural competency programs. Strive for best-practice implementation of land use agreement commitments. Offer employment and further development opportunities, directly and through partners, across a range of entry-level and professional pathways. Offer contracting and business development opportunities, directly and through partners. Expand mentoring offerings for Indigenous employees to all sites. Include initiatives aimed at a cross-section of communities in our suite of social contribution, community employment and upskilling programs. 11

14 2016 ACTIONS AND GOALS Relationships Action By the end of this year, we will: Responsibility Indigenous Affairs Leadership Team (IALT) actively monitors RAP development and implementation. Celebrate National Reconciliation Week (NRW) between 27 May and 3 June, to strengthen and maintain relationships between Aboriginal and Torres Strait Islander employees and other employees and to build relationships with the local community. Maintain and leverage mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcomes. Refresh existing Terms of Reference for the IALT. Develop, endorse and launch this RAP. Ensure Aboriginal and Torres Strait Islander staff participate in the IALT. Meet four times per year to monitor and report on RAP implementation. Include our RAP as a standing agenda item at Board Sustainability Committee meetings. Maintain internal RAP Champions from senior management. Maintain key RAP actions in performance agreements of senior management. Formalise a suitable external Indigenous advisory mechanism to support the IALT. Host one NRW event at our Perth head office. Register our NRW event via Reconciliation Australia s NRW website. Encourage and support staff to participate in at least one external event to recognise and celebrate NRW. Invite an Aboriginal and/or Torres Strait Islander community member/s into our office to connect and share experiences. Engage with Aboriginal and Torres Strait Islander host communities in accordance with our engagement plans, updating the plans as necessary. Meet with at least six local Aboriginal organisations, across the South West, Pilbara and Kimberley regions of Western Australia, to maintain engagements and, where mutually beneficial, update guiding principles. Maintain and develop at least ten formal two-way partnerships relevant to Woodside s sphere of influence. Implement social contribution partnerships, pro bono support and community capacity-building opportunities. Support living heritage initiatives from Aboriginal people in our local communities in the areas of language, land and sea management, story and song. Manager Social Contribution Diversity Manager, People and Global Capability 12

15 Relationships (continued) Action By the end of this year, we will: Responsibility Raise internal and external awareness of our RAP to promote reconciliation across our business and sector. Execute our RAP communications plan that shares our RAP with stakeholders and promotes reconciliation through ongoing engagements. Maintain membership of Reconciliation WA. Respect Action By the end of this year, we will: Responsibility Increase knowledge and understanding of Aboriginal and Torres Strait Islander cultures, histories and achievements. Demonstrate respect to Aboriginal and Torres Strait Islander peoples and communities by embedding cultural protocols as part of the way our organisation functions. Celebrate NAIDOC Week in the first week of July and provide opportunities for Aboriginal and Torres Strait Islander staff to engage with culture and community during NAIDOC Week. Improve the range of cultural competency programs covered by our Leadership and Management Development Framework. Cultural awareness training remains in new staff induction checklist. Start implementing our plan to ensure that all employees attend or repeat training during the term of this RAP. Indigenous Cultural Leadership training to be undertaken by all supervisors of Indigenous employees. IALT members to experience cultural immersion activities. Refresh and relaunch our staff reconciliation committee. Refresh and roll out our cultural protocol document for Welcome to Country and Acknowledgement of Country, which includes appropriate variations for our local communities and guidance to staff on how and when to perform Acknowledgements. Invite a local Traditional Owner to provide a Welcome to Country at four significant events. Senior Leadership acknowledge Country at public events. Maintain and review a list of key contacts for organising a Welcome to Country. Include Acknowledgement of Country at the commencement of important internal meetings. Support all staff to participate in NAIDOC Week events in the local community. Host a NAIDOC Week event at our Perth head office. Diversity Manager, People and Global Capability 13

16 Opportunities Action By the end of this year, we will: Responsibility Embed Aboriginal and Torres Strait Islander employment strategy in organisation-wide HR policies and procedures. Embed supplier diversity principles in organisationwide procurement policies and procedures. Increase Aboriginal and Torres Strait Islander employment from 2.7% (at the end of 2015) to 3% of our workforce, with a view to 4% by the end of Maintain a turnover rate equal to, or less than, organisational turnover. Continue to increase participation in our pathways programs, to include at least 15 trainees and four apprentices. Conversion rate to be 85% by Complement our focus on professional opportunities with additional consideration of opportunities for trade backgrounds. Support vocational education and training programs in regional and metropolitan Western Australia. Implement Indigenous employment plan to support Diversity Strategy and the opportunities commitment in this RAP. Provide tailored training and upskilling opportunities, such as seminars, conferences and leadership training for Aboriginal and Torres Strait Islander employees. Further develop current mentoring offerings with site-specific considerations for all Aboriginal and Torres Strait Islander employees. Influence our contractors, community partners and other stakeholders to define and capture the results they achieve arising from their relationship with Woodside. Continue to have a dedicated Aboriginal and Torres Strait Islander Indigenous Employment team. Support local Aboriginal Corporation employment initiatives. Embed Aboriginal and Torres Strait Islander contracting strategies and plans into existing procurement process Work with our major contractors to increase contract awards by 5% on Increase the proportion of our contracts to Aboriginal and Torres Strait Islander businesses that are over A$ 1m in value and/or longer than 12 months duration. Invite at least ten Aboriginal and Torres Strait Islander businesses to tender for new awards by Woodside and our major suppliers. Hold meetings with 25 Aboriginal and Torres Strait Islander businesses to understand capability and capacity. All Contracting and Procurement personnel are trained in procurement strategies to engage with Indigenous businesses. Maintain our membership of Supply Nation. Promote procurement opportunities to all relevant Aboriginal and Torres Strait Islander businesses on our database. Investigate additional promotional opportunities through Supply Nation. Build capacity of Aboriginal and Torres Strait Islander businesses through joint development workshops with other resource sector companies. Diversity Manager, People and Global Capability Chief Procurement Officer 14

17 Tracking progress and reporting Action By the end of this year, we will: Responsibility Report RAP achievements, challenges and learnings to Reconciliation Australia for inclusion in the RAP Impact Measurement Report. Report RAP achievements, challenges and learnings internally and externally. Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia (in September). Participate in the RAP Barometer. Report on our RAP achievements, challenges and learnings by the end of Q Conduct limited assurance audit. Develop and implement systems and capability needs to track, measure and report on RAP activities. Implement first phase of outcome measurement procedures and tools. 15

18 PARTNERS AND ACKNOWLEDGEMENTS Woodside would like to acknowledge the individuals and organisations that have provided input and guidance for the next, outcomes-based, chapter in our reconciliation journey. Staff, contractors, community partners and Traditional Owners and Custodians shared direct and thoughtful insights and suggestions through an independent process facilitated by PriceWaterhouse Coopers Indigenous Consulting Pty Ltd (PIC). As well as continuing to progress their respective commitments in the final year of Woodside s second RAP, functional teams worked together to synthesise inputs and recommendations to create this RAP. Executive levels of Woodside remain engaged in the RAP. The CEO and IALT provided strategic guidance at regular intervals, with the Sustainability Committee of the Woodside Board formally reviewing the document. We would like to thank Professor Len Collard at The University of Western Australia for the Noongar language, and Mr Tyson Mowarin for the Ngarluma language in this RAP. An important milestone in the development process was bringing functional staff, Indigenous employees, Traditional Owners and Custodians and the members of the IALT together at a dedicated panel session. Throughout all of the above activity, Reconciliation Australia and Reconciliation WA have provided a constant connection to developments and views in the wider RAP community. This RAP was prepared and published over an 18-month period, but we remain conscious that the work that counts most implementing the plan and getting the results is only just starting. We look forward to continuing and building on our relationships with our partners as our reconciliation story grows. Developing this RAP was a welcome opportunity to continue talking with Traditional Owners and Custodians from the South West Aboriginal Land and Sea Council and Ngarluma and Yindjibarndi people of the Pilbara region. 16

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20 RECONCILIATION ACTION PLAN 2016 Further information on Woodside, our Reconciliation Action Plan and other Indigenous Affairs initiatives are available on our website. WOODSIDE PETROLEUM LTD Woodside Plaza 240 St Georges Terrace, Perth WA 6000 Australia t: f: woodside.com.au