Strategies to attract, develop and retain women

Woodside Energy Ltd

Presented for ICWES15 Conference

July 22nd, 2011

Slide 2

What will be discussed

1. Who is Woodside?

2. The Resources sector

3. The business case for Diversity.

4. Woodside’s Diversity journey.

5. Next Steps in the journey

6. Questions?

Slide 3

Woodside

• Australian publicly traded O&G E&P company

• Head office in Perth, WA

• Australia’s largest independent producer of oil and gas

• Operator of the A$27 billion North West Shelf

• Growth portfolio

• Commitment to sustainable development

Slide 4

The Resource Section…People Statistics…….and growing

Pilbara Region

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How have we responded to this growth?

Preparing the organisation for growth facilitated through Leadership development

Growing our own by building technical competence

Annual intake of graduates, trainees and apprentices

Short term migration – address specific skill shortages

And……….improved participation from within the Indigenous community and improving the gender mix through flexible work practices (45% of Australian workforce are women)

Slide 6

The business case for Diversity

Diverse teams deliver better business outcomes

Strategy to address skills shortage – war for talent

Key element of attracting and retaining the best workforce

Slide 7

Diversity Strategy

To create a climate to support a diverse workforce

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How to achieve our strategy?

• Executive commitment

• Education/ Communication

• Suite of diversity actions

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Diversity Actions

• Engagement of Executive Team

• Creation of a Diversity Council with a mixture of males/females at the executive level.

• Audit of the quality of individual development plans

• Formal Mentoring program implemented

• Diversity Leadership program implemented

• Formal engagement with employees on parental leave – keep in touch program

• Assess flexible working opportunities for those returning from parental leave

Slide 10

What are the next steps in the diversity journey?

• Diversity awareness program is continuing to be rolled out to unlock unconscious biases.

• Further embedding of our mentoring program

• Further work with the Diversity Council to ensure that we have ‘diversity champions’ throughout the business

• Promote what we do and how we do it

• Work with schools and universities to improve the pool of engineering and science students

• Job design – review of flexible work options and how we better support.

• Female focussed leadership – looking at providers that will fit into our diversity framework already established.

• Work/Life Balance Pack has been developed/now needs to be rolled out.

• EEO training development/now needs to be rolled out.

• Better understand the drop in % of women at senior levels and how we can bridge this gap

• Tweak how accessible information is internally for staff, e.g. Intranet/posters/parental leave packs etc.

• Increased focus on Scholarships (Females/Indigenous)

Slide 11

What are the returns on investment?

Woodside has more than 6% more women in our workforce than the Australian E&P industry average

Woodside has higher female representation than the UK, USA and Canadian E&P industry average

Woodside won the Chamber of Minerals and Energy (CME) of Western Australia's inaugural Women in Resources award for its initiative in the area of company innovation

Woodside received a special commendation at the 2009-2010 National Work-Life Balance Awards, in recognition of our Indigenous employment programs and our work with Indigenous communities.

But there is still a way to go.........

Slide 12

Questions ?