1. Strategies to
attract, develop and retain
women
Woodside Energy Ltd
Presented for ICWES15 Conference
July 22nd, 2011

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 2

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 3

4. The Resource Section…People Statistics…….and growing
Pilbara Region
Slide 4

5. 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 5

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 6

7. Diversity Strategy
To create a climate to support a diverse workforce
Slide 7

8. How to achieve our strategy?
• Executive commitment
• Education/ Communication
• Suite of diversity actions
Slide 8

9. 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 9

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 10

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 11

12. Questions ?
Slide 12