Social Contribution

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<ul><li><p>Social Contribution</p><p>Title of Presentation</p></li><li><p>This presentation contains forward looking statements that are subject to risk factors associated with oil and gas businesses. It is believed that the expectations reflected in these statements are reasonable but they may be affected by a variety of variables and changes in underlying assumptions which could cause actual results or trends to differ materially, including but not limited to: price fluctuations, actual demand, currency fluctuations, drilling and production results, reserve estimates, loss of market, industry competition, environmental risks, physical risks, legislative, fiscal and regulatory developments, economic and financial market conditions in various countries and regions, political risks, project delay or advancement, approvals and cost estimates.</p><p>All references to dollars, cents or $ in this presentation are to US currency, unless otherwise stated.</p><p>References to Woodside may be references to Woodside Petroleum Ltd. or its applicable subsidiaries.Woodside Social Contribution*Disclaimer and important notice</p><p>Title of Presentation</p></li><li><p>Social Contribution*WoodsideAustralias largest independent oil and gas company</p><p>Extensive portfolio in Australia and internationallyIn Australia</p><p>Liquefied Natural Gas (LNG) North West Shelf Pluto</p><p>Oil production vesselsLargest owner-operated fleet</p><p>Developing floating LNG capability</p><p>Title of Presentation</p></li><li><p>Social Contribution*Woodside in MyanmarIn Myanmar</p><p>Rakhine Basin - exploration4 with BG (AD2, AD4, AD5, A7)1 with Daewoo (AD7)1 with MPRL (A6)</p><p>Closest centres Thandwe and Pathein</p><p>Title of Presentation</p></li><li><p>*Our approach</p><p>Title of Presentation</p></li><li><p>*Strategic Social ContributionPriority areas are selected based on alignment and intersection of:</p><p>Woodsides objectives and driversInterests of the local communityGovernment priorities and activities</p><p>Title of Presentation</p></li><li><p>*Strategic Social Contribution</p><p>Title of Presentation</p></li><li><p>*Strategic Social ContributionScaled and timed in accordance with project phase</p><p>Title of Presentation</p></li><li><p>Education and early childhood development within host communities;</p><p>Cultural values and community identity of host communities; and</p><p>Environmental initiatives, in particular marine and coastal programs. </p><p>*Woodside Priority Areas</p><p>Title of Presentation</p></li><li><p>*Early Childhood DevelopmentWoodside Development Fund </p><p>Innovative, long-range approach </p><p>A$20 million 10 years </p><p>Collaboration: Industry, government, community = better outcomes for children and families.</p><p>Research: Improved 0-8 years results in reduced social issues. Addressing root cause not symptoms school readiness.</p><p>Focus on learning, physical, social, emotional and cultural dimensions of early childhood directly impacts an individuals ability to achieve their full potential throughout their life.</p><p>Title of Presentation</p></li><li><p>*ECD and Education - Pathways to employmentSchool readiness family and community support</p><p>Literacy/numeracy, science, technology, engineering, mathsEducation, employment and enterprise</p><p>Title of Presentation</p></li><li><p>When you create small businesses, you create small entrepreneurship. Out of that comes self-determination and employment. </p><p>*Investing in Capacity Building: Economic DevelopmentJesse Jackson</p><p>Title of Presentation</p></li><li><p>Reconciliation Action Plan 2011-2015Mutually beneficial outcomes for First Australians and all Australians</p><p>Respect: for culture and special contribution of First Australians.</p><p>Relationships: with First Australians communities to understand priorities and provide opportunities for involvement in projects. </p><p>Opportunities: working alongside First Australiancommunities to contribute towards aspiration of a sustainable future.</p><p>*Investing in Capacity Building: Economic Development</p><p>Title of Presentation</p></li><li><p>Education Employment Economic development 30 NGOs helping us deliver our objectives.</p><p>*Investing in Capacity Building: Economic DevelopmentStudents Trainees/Apprentices5049EmployeesContracts10167</p><p>Title of Presentation</p></li><li><p>2.5 m km2 (x3)2.55 m pax (/20)74% in Perth 3% growth*Investing in Capacity Building: Economic DevelopmentEconomic development for marginalised and isolated</p><p>Title of Presentation</p></li><li><p>*Investing in Capacity Building: Economic DevelopmentCommunity benefits:</p><p>Increase household $Family stability Local goods and servicesBuild sustainable local economiesReduce welfare dependenceImprove health and education</p><p>Title of Presentation</p></li><li><p>Challenges:Low literacy and numeracyAccess to information or communicationHealth and social issues - substance abuse Client focus Safety - huge distances Success:Different to mainstreamNet assets Welfare dependence Proving self worth </p><p>*Investing in Capacity Building: Economic Development</p><p>Title of Presentation</p></li><li><p>170 business owners helped </p><p>145 businesses</p><p>81-88% continue to operate</p><p>81 loans totalling A$379, 000k</p><p>82-97% loan repayment rate </p><p>*Investing in Capacity Building: Economic Development2015 </p><p>71 clients </p><p>Title of Presentation</p></li><li><p>*Discussion</p><p>Title of Presentation</p><p>**Expanding international portfolio last 2 years social contribution has been predominantly in Australia and Timor-Leste that is changing as exploration work continues.**A social licence enables us to do our businessits critical to our success.</p><p>A social licence is the level of acceptance or approval continually granted to an organisations operations or project by the local community and other stakeholders. It varies between stakeholders and across time through four levels from lowest to highest: withdrawal, acceptance, approval and psychological identification. Australian Centre for Corporate Social Responsibility</p><p>Community Relations Charter :Facilitating respectful relationshipsIdentifying and managing community risks and opportunitiesEngaging stakeholders who affect or are affected by our activitiesCommunicating stakeholder views to inform decision makingImplementing processes to manage social impactsContributing to the long-term capacity and capability development of communities. </p><p>Social Contribution:Definition: Financial and in-kind support provided as an holistic approach to managing our relationship with host communities.Objective: Contribute to the meaningful, long-term socio-economic development and capacity-building of local communities by creating shared value through aligning Woodsides business needs, local context and government initiatives.Outcome: Broad community support, reputational benefits, risk reduction, productivity gains, workforce creation and competitive advantage.</p><p>*Disciplined approach informed by:Stakeholder engagementCommercially agreed contributionsBusiness/project driversSocio-economic baselineSocial impact assessmentCountry context political/cultural environment Pre-established expectationsJV and peer activities</p><p>Must align business and community objectives.Must comply with relevant laws especially anti-bribery and corruption laws.Not ad hoc - It is flexible and responsive to opportunities that align with Woodsides funding categories and priority areas.</p><p>*Our voluntary contributions must complement mandated contributions to ensure alignment and maximise improved social outcomes.</p><p>Our voluntary social contributions are categorised as:Philanthropy volunteering, workplace giving, in-kind supportand grant making;Partnerships strategic sponsorships, eg. with individualnot-for-profit, community based organisations;Collaboration strategic multi-faceted alliances betweena range of not-for-profit, community and governmentorganisations all focused on achieving an agreed socialoutcome.</p><p>**Once we have an asset to develop we want to:work with community and stakeholders to achieve mutual benefits.be impactful in communities/regions.generate or catalyse positive change.leave a legacy that adds value to the community in the longer term. </p><p>Therefore we look to partner with organisations/communities that align with our aim of building a lasting partnership with a strong focus on outcomes. </p><p>**Strategic partnerships focused on improving education outcomes.</p><p>Builds on initiatives supported through the Fund (school readiness). </p><p>Preference given to programs which:Improve education outcomes for students in primary and secondary schools STEM, literacy</p><p>Attract and support students into and through tertiary education through scholarships Cultural Diversity.</p><p>*********</p></li></ul>

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