BP Australia Reconciliation Action Plan 2018-2020
BP Australia Reconciliation Action Plan 2018-2020 | 1 Acknowledgement of country
BP acknowledges the Australian Aboriginal and Torres Strait Islander peoples as the first inhabitants of the nation and the Traditional Custodians of the lands where we live, learn and work.
2 | BP Australia Reconciliation Action Plan 2018-2020 Contents
Message from Reconciliation Australia 1 Message from BP Australia president 2 Our vision for reconciliation 3 BP in Australia 4 Where we are 5 Bundjil the creator spirit of the Kulin nation 6 Alec’s story 7 Our RAP journey 9 Challenges and improvements 11 Ben’s story 13 Creating pathways to employment in partnership with CareerTrackers 14 Our focus areas 15 BP Plus Indigenous fuel card 16 Relationships 17 Opal® fuel 19 Respect 21 North West Shelf housing refurbishment project: Karratha 23 Opportunities 25 Air BP steps up on recruitment 27 Governance, tracking progress and reporting 29 Message from Reconciliation Australia
Reconciliation Australia congratulates BP Australia on its past successes and continued commitment to reconciliation as it implements its third Reconciliation Action Plan (RAP) – its second Stretch RAP. Reconciliation Australia is delighted to see BP continue its reconciliation journey, which formally began in 2011 with its first RAP. As a RAP partner, BP is a member of a growing cadre of over 1000 RAP organisations in Australia, all working to build on the key pillars of reconciliation action: relationships, respect and opportunities. The goals BP has set in this Stretch RAP aim to not only promote reconciliation, but to drive real change in the energy sector. Notable aspects of BP’s continuing RAP journey are its commitment to developing and maintaining a culturally aware, and safe, work environment for all staff, and its focus on creating sustainable career paths for Aboriginal and Torres Strait Islander Australians. In this RAP, BP has also committed to maintaining accountability and supporting positive health outcomes for First Nations people by increasing access to Opal® low aromatic unleaded fuel across remote Australian communities – an action that has direct impact on the wellbeing of the community members. I am also pleased to see that BP will continue to foster understanding and knowledge of Aboriginal and Torres Strait Islander people, cultures and histories by embedding cultural protocols and respectful practices into its day-to-day business practices. Such protocols do much to support a culturally safe and respectful workplace. On behalf of Reconciliation Australia I commend BP on its dedication to reconciliation and look forward to following its continued achievements.
Karen Mundine Chief executive officer Reconciliation Australia
1 | BP Australia Reconciliation Action Plan 2018-2020 Message from BP Australia president
BP has made substantial progress on its journey towards reconciliation. Our commitment to the ongoing delivery of our RAP objectives is unwavering and, while there is more we can and will do, we have established a strong foundation upon which to build. Our focus on boosting cultural awareness and understanding has been an important part of shifting our business, our people and our partners towards reconciliation. In partnership with Supply Nation we have challenged ourselves to create value-adding commercial opportunities for Aboriginal and Torres Strait Islander businesses, which we’ve delivered through the introduction of our BP Plus Indigenous fuel card and the recalibration of our supplier diversity strategy. We’ve remained focused on leveraging Aboriginal and Torres Strait Islander talent to enhance our own business too. With a clear vision for the future, we have created additional pathways to employment. We’re supporting programs such as MURRA that help to build future leaders, and we’ve increased the number of Aboriginal and Torres Strait Islander employees and interns we’ve welcomed into our head office, refinery and retail locations. In addition one of our greatest triumphs, Opal® fuel, continues to help address the social issues associated with petrol sniffing in remote Australian communities. The RAP is an important tool in our journey toward reconciliation as it provides the entire business with direction and accountability. Creating a true sense of ownership has been paramount in developing our third plan and, with this in mind, it has been created in collaboration with key business stakeholders and in consultation with our Aboriginal and Torres Strait Islander team members, partners and suppliers. In doing so, we are reminded of the privilege we are afforded to support development and growth in the communities in which we operate. We acknowledge that reconciliation is not a linear process, but instead a journey that is guided by a shared understanding and common purpose between business, government and the community. BP is committed to embedding reconciliation in the way we do business every day. We’re proud to present our latest Stretch RAP in which our objectives reflect our ambitions to build on the progress we’ve made, improve where possible and keep our minds open to new possibilities. As such, our focus areas for our RAP are: • encouraging cultural respect. Having made strong gains in improving cultural awareness, we are now focused on fostering cultural respect. This represents our commitment to increasing participation and immersion in Aboriginal and Torres Strait Islander culture. • strengthening partnerships. Our focus on supplier diversity continues and we intend on expanding and strengthening our partnerships with Aboriginal and Torres Strait Islander businesses and organisations across all BP businesses in Australia. • unlocking Aboriginal and Torres Strait Islander talent. We will continue to build on our success of attracting Aboriginal and Torres Strait Islander talent by supporting education programs, and enhancing and extending partnerships that facilitate Aboriginal and Torres Strait Islander employment opportunities. • leading innovation. Leveraging our commercial and technological capabilities, we will work collaboratively to identify new opportunities for Aboriginal and Torres Strait Islander businesses and communities, as we did when developing our Aboriginal and Torres Strait Islander fuel card and Opal® fuel. The activities outlined in this RAP are the responsibility of every one of our employees in Australia. I am encouraged by the success of our past reconciliation efforts and I am proud to present this refreshed and revised plan. I’m confident we can continue to make a positive impact on the lives of all Australians.
Andy Holmes President BP Australia
BP Australia Reconciliation Action Plan 2018-2020 | 2 Our vision for reconciliation
Our vision for reconciliation is an inclusive Australia where all people benefit equally from the opportunities we are so fortunate to share. Reconciliation with Aboriginal and Torres Strait Islander peoples is essential to achieving the economic and social change required for the ongoing prosperity of all Australians. Investing for the long-term future of Australia through building strong relationships, showing respect, and creating opportunities with Aboriginal and Torres Strait Islander communities and organisations is an important aspect of BP’s contribution to Australia. We believe that we all benefit when the whole community thrives. 3 | BP Australia Reconciliation Action Plan 2018-2020 Photo courtesy of Jorge de Araujo: BP’s Chris Lokum (far left), Leanne Miller (second from right) and Georgina Forde (right end of couch) celebrating with the seventh group of graduates from MURRA, one of BP’s corporate partners.
BP in Australia
We strive to be a world-class operator, a responsible corporate citizen and an employer of choice. We are a leading retailer; we supply high-quality fuels and lubricants that take customers where they want to go, and deliver distinctive offers, rewards and leading-edge technology.
Our operations span the breadth of the fuels supply Through our interest in the North West Shelf Project off chain from refining and supply to sales and marketing the coast of Western Australia, we play a major role in activities, and strong relationships and partnerships the supply of more than 30 per cent of Western Australia’s are essential to our success. domestic gas. We also operate Australia’s largest refinery in Kwinana, Western Australia, providing a secure and We have a team of more than 5700 employees and reliable source of quality fuel to the country. long-term contractors across the country, of which approximately two per cent identify as Aboriginal or Our critical energy infrastructure located around Australia, Torres Strait Islander. Diversity and inclusion is a vital including 67 depots and terminals, is managed through part of our business culture. joint venture arrangements with trusted partners. As part of our wider operations we have Air BP, BP Marine, BP We are committed to building diversity of thought, Shipping and Castrol activity in Australia. Air BP services experience, perspective and gender within our private and corporate aircraft, commercial airlines and organisation. Approximately 42 per cent of our Australian airports as well as critical services such as the Royal Flying employees are women and we are working hard to ensure Doctors Service and Australian Defence. BP Marine is the that Aboriginal and Torres Strait Islander people represent only supplier of marine gas oil on the east and west coasts 2.5 per cent of our employees by 2020. of Australia, making approximately 800 port calls a year. We operate in every state and territory. BP Shipping largely moves crude oil and refined product We partner with more than 30000 small-to- into and around Australia’s coastline. Castrol provide medium businesses and our network of around premium fuels, as well as world-class lubricants. 1400 BP-branded retail sites serve more than 60 million customers each year.
BP Australia Reconciliation Action Plan 2018-2020 | 4 Brisbane Downstream office Sydney (Includes Castrol and downstream offices) Newcastle Gladstone Hobart Mackay Melbourne e) head offic Asia Pacific (BP Cairns Townsville
Cloncurry Burnie (Downstream office) Adelaide Darwin across Australia across 1400 retail sites sites 1400 retail Broome Esperance Kalgoorlie Port Hedland Port Geraldton North West West North Shelf and Browse joint ventures Perth Includes Kwinana upstream refinery, and downstream offices
Non-BP operated terminals Upstream business Upstream Refinery Office BP terminals Where we are we Where BP has had a presence in Today Australia since 1919. across we are involved Australia in a range of as exploring activities such and crude oil for natural gas also refine, We resources. supply and market petroleum products and lubricants through our downstream business, along with Castrol, BP Marine and Air BP, Shipping businesses. BP national locations 5 | BP Australia Reconciliation Action Plan 2018-2020 Bundjil the creator spirit of the Kulin nation
Taungwurrung artist Mick Harding’s ancestor spirit is the wedge- tailed eagle, known as Bundjil. Bundjil is the creator spirit of the Kulin nation. The Kulin nation is made up of five Aboriginal tribes including Taungwurrung, Woiwurrung, Boonwurrung, Djadjawurrung and Wathuwurrung from Victoria, Australia. Their collective territory extends around Port Phillip and Western Port, up into the Great Dividing Range and the Loddon and Goulburn River valleys. In 2018, Mick carved a coffee table to display in the reception area of BP’s head office at Docklands. The table features Bundjil and some of the creatures he created, a fish, goanna, turtle and platypus. This beautiful, unique coffee table welcomes BP’s employees and visitors to our office and helps them to appreciate the story of coming together and the importance of working towards reconciliation. Taungwurrung artist Mick Harding
Bundjil
Banbugadhak Bundjil ballerrt-ballerrt kulin. Munyi Bargoongagat munyi nugalo birnban-birrm ba Long ago Bundjil, the eaglehawk, was a very strong man. boo-boo-woort-birrm ba Bellin-bellin yinarop goorrngee yurung gee gurriny-birrm. Munyi gee ngurungaeta gee kulin-dorr-dha. So he gathered about him his wives and sons and told He was the headman of the men. Bellin-bellin (the musk crow) who was in charge of the winds.
Bundjil bulabil birnban-birrm ba boo-boo-woort yedal “Yarra-me yenna bilang-birrm ba berrnat-to wonga-geek narreen binbeal. Gee brenbeyal, yedal birnban gee gurriny”. bindjirrudin, nangak booreen gee gup-dun. Open your bags and let out some wind. Bundjil had two wives and a son whose name was Binbeal, the rainbow, whose wife was the second bow, sometimes Bellin-bellin ngala gee bilang-birrm goorrngee wenerop seen showing fainter than the first. munyi gee burt-goorrin-birrm ba berrnat-to managa boolooto darrang-birrm gee wanang-wanang Bundjil grayuel yuwangu “darrango kulin-boolok”, yinarop wirrook-birrm ba ngala. goorrngee bulabil-birrm, ngangnak goorrengerin gee buk So Bellin-bellin opened all of the bags in which he kept the munyi, ba wanda-dji berrnat-to nugalo. whirlwinds and let out a blast that blew great trees into the Bundjil also had six other “young men”, who went together air, roots and all. in pairs, looking after the people for him, and carrying out his orders. Bundjil mallee-goyia, “managa ma-gi-gal berrnat-to yuwangu gurriny.” Gee grayuel darrango kulin-boolok Bundjil the eaglehawk said, “That is not enough, let out more wind.” The six young men were: Bellin-bellin yarra-me ngala gee bilang-birrm goopdun-dui, Gee Ga’an, the white cockatoo ba burt gorrin berrnat-to, ba Bundjil ba ngala nugalo buk gee Gee dhulin dhuling, the goanna woorrwoorra yingdharu djunubooling goorrngee wootan-oo Gee bun-go, the brush tail possum ba ngangnak be,we gee dorro toort-birrm. Gee durnong, the glider possum Bellin-bellin opened all the bags at once and a terrifying whirlwind Gee yubut, the green parakeet came out and blew Bundjil and all his people into the sky where Gee gurra-get, the quail they live in plenty and look down on the world as stars.
Ngala darrango kulin-bootor ballerrt-bellerrt woorrit-birrm. All of these young men were strong wizards.
Goorrengerin Bundjil yeba-mong-gi gee ngarrak-birrm ba gee gurnung-birrm, ba kulin ba ngala gee munyi gee kulin-dorr gundee booyeegigat nyurra djelt-djerring ba nyurra gundee goop-dun yuwangoo. After Bundjil had made the mountains and the rivers and a man and all the animals, he taught the men to make weapons, how to fight with them and how to behave with one another
Narooe munyi dhemerni-dji munyi worbrunin dhuwan goo nongy-dji gee biik.
When he had finished he became tired of staying upon The beautiful coffee table carved by Mick the earth.
BP Australia Reconciliation Action Plan 2018-2020 | 6 “Working for BP has given me stability in life. One of the things I noticed straight away was that BP is all about safety first and they focus on the well-being of their people, contractors and customers.”
Alec’s story
“I first started working with BP almost two years ago “After a discussion with my site manager at the time − as a customer service representative at our Woodlands he thought I would be a great assistant − I jumped at it service station in Townsville. I found the job advertisement and was successful. I enjoy the additional responsibility online and saw that BP was promoting Aboriginal and of this role. Torres Strait Islander employment; it was really good to see BP acknowledge the importance of cultural diversity “I try and lead by example every day and earn and it made me want to apply. the respect of my peers. I think I’ve shown that I’ve got what it takes to grow in this business “Working for BP has given me stability in life. One of and my goal is to become a store manager. the things I noticed straight away was that BP is all about safety first and they focus on the well-being of their “I moved to Brisbane for about six months in the same people, contractors and customers. It makes total sense role, but it didn’t really work out for me down there. For when you think about the handling of fuels, oils and personal reasons I chose to look for a job at an alternative other chemicals at our service stations. The time and site and thankfully I was able to get a transfer back to effort put into training and procedures definitely makes Townsville with the support of my leaders.” me feel safe at work. “I was working as a customer service representative for about six months when an opportunity for an assistant store manager role came up at my service station.
7 | BP Australia Reconciliation Action Plan 2018-2020 Alec Brown, BP Woodlands assistant store manager BP Australia Reconciliation Action Plan 2018-2020 | 8 Our RAP journey
2002 In 2002, BP received an email via our website. “As I write this, I can see an 11-year-old girl through the 2009 window with half a coke bottle An Aboriginal and Torres Strait containing petrol strapped over Islander business development her nose and mouth. I don’t know program was delivered to two th if she will make her 12 birthday. participants in partnership with Is there anything you can do?” Rio Tinto. This was an email BP could not ignore. It resulted in the development of Opal® fuel, a low aromatic fuel designed to reduce the incidence of petrol sniffing. 2005 Opal® fuel was introduced into 37 remote communities across the Northern Territory, South Australia and Western Australia.
2014 • BP creates its second RAP: 2013 its first Stretch RAP for the business. • BP launched an Aboriginal 2015 and Torres Strait Islander • To celebrate the launch of BP’s retail range with 50c per item second RAP, BP employees • BP contributed $1M to the sold donated to the Australian created a large dot painting Shire of Roebourne, Western Literacy and Numeracy with Wathuwurrung artist Stan Australia, as part of the Foundation. Yarramunua which now hangs North West Shelf Project in the reception area of our commitment to improve • BP’s annual spend with head office in Docklands, education and employment Aboriginal and Torres Strait Victoria. opportunities. Islander businesses reached $1M. • Compulsory online cultural awareness training was • BP welcomed our first intake implemented for all BP staff. of five Aboriginal and Torres Strait Islander 2012 interns • BP signed a partnership with through our partnership with Melbourne Business School’s Career Trackers. MURRA Aboriginal and Torres Strait Islander Masters program to support Aboriginal and Torres Strait Islander businesses to thrive.
9 | BP Australia Reconciliation Action Plan 2018-2020 2011 • Since its launch, the number of communities supplied with Opal® fuel has doubled and 2012 production has increased 27- • BP Australia became a fold, reduced the incidence of signatory to the Australian petrol sniffing by up to 94 per Employment Covenant cent in affected communities. (AEC) committing to 300 job • BP partnered with the opportunities for people of Australian Indigenous Aboriginal and Torres Strait Education Foundation to heritage over ten years. 2010 provide scholarships for • BP employees volunteered Aboriginal and Torres Strait with Worowa Aboriginal BP’s CEO and executive leadership Islander students. College in Healesville and team spent a week in Alice Springs • BP joined Supply Nation. Merri Creek Management in to consult with communities Brunswick East, Victoria. first-hand to develop a greater • BP upstream leaders visited appreciation of the issues facing a remote community in South • Eight BP employees visited Aboriginal and Torres Strait Australia to learn about the remote Northern Australia as Islander communities. issues facing Aboriginal and part of a cultural immersion Torres Strait Islander peoples program. near our former Great Australian Bight project.
2016 • In partnership with Supply Nation, BP launched Australia’s 2017 first indigenous fuel card • BP reached two per cent of providing fuel discounts to its workforce identifying as certified Aboriginal and Torres Aboriginal and Torres Strait Strait Islander suppliers. Islander people. • The federal government • The BP leadership team joined contract to supply Opal® fuel is Wurundjeri elder Aunty Di in extended to 2020 and expanded a cultural immersion day to to additional communities develop greater appreciation in South Australia, central and understanding of Australia and the Western Aboriginal and Torres Strait Australian goldfields region. Islander culture. • BP commenced a partnership with the Victorian Indigenous Engineering Winter School, an exciting program for year 11 and 12 Indigenous students from across Australia to expand their perspectives on engineering.
BP Australia Reconciliation Action Plan 2018-2020 | 10 Challenges and improvements
BP developed its first RAP in 2011; however, since this time we’ve reshaped our business to increase our competitiveness and strengthen our position as a leading retailer in a highly competitive fuels market. As a result, the organisational structure of our business has shifted and, in doing so,we discovered some misalignment in the governance structures and accountabilities outlined in previous RAPs. We’ve identified opportunities to improve, and our approach to developing and delivering this RAP has changed. We have designed a robust, three-tier governance structure that includes internal and external parties so that the organisation is more resilient to change, and has the freedom and capability to innovate and test new ideas. In addition, we’ve improved our communications strategy and, through a clear and purposeful narrative, our communications are set to tell a compelling story of why and how BP is working towards reconciliation. Governance In place of our former RAP advisory committee, this plan has both a RAP committee and an executive governance committee to provide greater accountability, oversight and resources across the organisation. The BP Australia leadership team will continue to act as the owners of the RAP and its objectives. BP Australia leadership team The BP Australia executive leadership team has overall accountability for the implementation of the RAP.
RAP executive governance committee (EGC) The RAP EGC establishes and upholds strong governance practices and is accountable for developing, endorsing and delivering on the actions outlined in the RAP, including its strategic and financial decision making. Specific roles within the EGC include:
Role Responsibilities
Chairperson Group advocate, financial manager and determiner of priorities. (chief financial officer or other executive leadership team member)
Community affairs lead Stands in for chairperson as required, sets meeting agendas, leads meetings, (senior person in the communications facilitates discussion and participation, manages issues, and ensures proper and and external affairs function) professional conduct of the group.
Procurement lead Manages how BP tracks against its Aboriginal and Torres Strait Islander business (senior person in the procurement procurement targets. function)
Human resources lead Manages how BP tracks against its Aboriginal and Torres Strait Islander cultural (senior person in BP’s human awareness training and recruitment targets. resources function)
External Aboriginal and Torres Strait Challenges internal ways of thinking at BP and provides a voice from the Islander community representatives Aboriginal and Torres Strait Islander community. (at least two) BP leadership team
RAP EGC
RAP committee
RAP committee The RAP committee is accountable for the implementation of activities and initiatives in support of BP’s RAP commitments. The committee monitors and reports on the business’s progress. Specific roles within the committee include:
Role Responsibilities
Chairperson Group advocate, financial manager and determiner of priorities. (chief financial officer or other executive leadership team member)
Community affairs lead Stands in for chairperson as required, determines priorities, sets meeting agendas, (senior person in the communications leads meetings, facilitates discussion and participation, manages issues, and ensures and external affairs function) proper and professional conduct of the group.
Secretariat Stands in for the chairperson as required, takes minutes and publishes them (member of the communications & on the intranet. external affairs function)
Advisors Reports on business segment contributions and facilitates the implementation (members from various BP functions, and embedding of the RAP. including at least one Aboriginal and Torres Strait Islander employee)
Champions Facilitates internal and external engagement by managing events and (members from various BP functions communication activities for the business, and advocates for reconciliation including at least two Aboriginal and within BP and the communities we operate in. Torres Strait Islander employees)
BP Australia Reconciliation Action Plan 2018-2020 | 12 Ben Dews, BP network automation engineer
“At BP I’ve had the opportunity to meet and build relationships with people all over the world and I’ve received support from so many people across the organisation. I’m really thankful, I’ve had a dream run.”
Ben’s story
“I’ve known my whole life that I wanted to get into IT “I couldn’t believe that I got the opportunity to work on (information technology). After I finished school I went major projects while I was still at university. Over time, to TAFE to study IT, which led to a university pathway I was given more responsibility and at the end of the program offered by Swinburne University. I first heard year was invited back for another internship. about CareerTrackers’ internship program through the “During my second internship I had the opportunity Aboriginal and Torres Strait Islander Centre at Swinburne. to travel around Australia to help set up new retail I thought the program sounded great. While I had always sites. We would fly in and work non-stop to get things done well with my studies, I lacked confidence in putting ready for the site to open and begin operating. It was myself out there. CareerTrackers really helped me with an awesome experience. One week before my 22nd personal development and preparation for working in birthday I was offered a fulltime position at BP as a a professional environment, supporting me every step business analyst while I completed my studies. of the way. BP made this easy and gave me flexibility so I could “I was really excited when I found out I was nick off to university at lunch and come back and being placed at BP. I knew I could learn a lot work the rest of the afternoon. working in a large company and it would be “BP has always encouraged me to work hard and be my good to have such a strong brand on my CV best and when the opportunity came up to apply for a (curriculum vitae). global role I was really excited. I spoke to a lot of people across the organisation for advice and my manager “When I started the BP internship, I decided I was helped me prepare my application and prepare for going to make the most of it. One of my first projects the interview process. Going for a global role was an was helping clean and restore older computers, which awesome, nerve-wracking experience. When I got the job took a lot of time. So, with the support of my manager, I couldn’t believe it. I had only graduated a month before I developed an automated process that was quicker and and now I had a great job in a multi-national corporation. easier. I also had the opportunity to set up a process to remotely monitor IT infrastructure across Australia. My “At BP I’ve had the opportunity to meet and build manager really trusted my advice and at the end of the relationships with people all over the world and I’ve three months I was offered work one day a week while received support from so many people across the I finished my studies. organisation. I’m really thankful, I’ve had a dream run.”
13 | BP Australia Reconciliation Action Plan 2018-2020 “The internship program creates a supportive pathway for Aboriginal and Torres Strait Islander university students to develop into future leaders.”
Creating pathways to employment in partnership with CareerTrackers
BP’s partnership with CareerTrackers commenced in 2014 and, as at 2018, we have welcomed around 15 interns throughout the business with this number expected to increase in the years ahead. In addition to having aligned corporate values, BP and CareerTrackers have a shared ambition for diversity in the private sector. The internship program creates a supportive pathway for Aboriginal and Torres Strait Islander university students to develop into future leaders.
BP Australia Reconciliation Action Plan 2018-2020 | 14 Our focus areas
Encouraging cultural Strengthening respect partnerships
Having made strong gains in Our focus on supplier improving cultural awareness, diversity continues and we are now focused on fostering we intend on expanding cultural respect. This represents and strengthening our commitment to increasing our partnerships with participation and immersion Aboriginal and Torres Strait in Aboriginal and Torres Strait Islander businesses and Islander culture. organisations across all BP businesses in Australia.
Unlocking Aboriginal Leading and Torres Strait innovation
Islander talent Leveraging our commercial and technological We will continue to build on capabilities, we will work our success of attracting collaboratively to identify Aboriginal and Torres Strait new opportunities for Islander talent by supporting Aboriginal and Torres education programs, and Strait Islander businesses enhancing and extending and communities, as we partnerships that facilitate did when developing our Indigenous employment Indigenous fuel card and opportunities. Opal® fuel.
15 | BP Australia Reconciliation Action Plan 2018-2020 L to R: Shane Kennelly and Adam Kennelly
The development of the offer was a truly collaborative process in which BP sought advice and guidance on market needs and opportunities every step of the way.
BP Plus Indigenous fuel card
In 2015, BP Australia developed a fuel card offer “I have been a loyal BP Plus card customer for specifically for Aboriginal and Torres Strait Islander the past seven years. When I learnt last year that businesses. In acknowledging the financial pressures as a certified Aboriginal and Torres Strait Islander often faced by small business and by simplifying the supplier I was eligible for the BP Plus Indigenous eligibility criteria the fuel card provides Aboriginal and fuel card, I jumped on board straight away. Torres Strait Islander businesses with greater access to fuel discounts, which in turn supports their commercial “The card gives me a four cent per litre discount and, longevity and growth in a culturally respectful way. in the past 12 months, my business has saved almost $3000 in fuel expenses.” The development of the offer was a truly collaborative process in which BP sought advice and guidance on Shane Kennelly, Aboriginal and Torres Strait Islander market needs and opportunities every step of the way. business owner and BP Plus customer. The final product was delivered in partnership with Supply Nation, whose strong network of Australian Aboriginal and Torres Strait Islander businesses were the intended audience. Launched in May 2016 at Supply Nation’s annual trade show Connect in Sydney, the card – which has a distinct design from Aboriginal artist and activist Stan Yarramuna – provides eligible businesses with competitive fuel discounts on all diesel and petrol products across BP’s entire Australian network.
BP Australia Reconciliation Action Plan 2018-2020 | 16 Relationships
BP values a one team approach. Whatever the strength of the individual, we will accomplish more together. We trust each other to deliver on our respective obligations. Strong relationships and partnerships are central to the success of our business and we recognise that we can accomplish more together. Fostering long-term, strategic relationships underpins every action in our RAP. Since beginning our reconciliation journey in 2011, we have built strong relationships with many Aboriginal and Torres Strait Islander individuals, communities and organisations. These relationships are built on trust, mutual understanding and shared experiences. We will continue to connect and strengthen our relationships through the commitments below.
Commitments Deliverable Timeline Responsibility
Celebrate National Promote and support celebrations May 2019 & 2020 Director – policy, Reconciliation Week to across the business and hold National environment and strengthen and maintain Reconciliation Week events in at least three community; and chair of relationships between locations each year. RAP committee Aboriginal and Torres Strait Islander employees, Register all events via Reconciliation May 2019 & 2020 Director – policy, other employees and local Australia’s website. environment and communities. community
Promote external community events in May 2019 & 2020 Chair of RAP committee BP’s major locations and encourage senior leaders and BP staff to attend.
Ensure RAP champions participate in at May 2019 & 2020 Chair of RAP committee least two external National Reconciliation Week events each year.
Invite Aboriginal and Torres Strait Islander May 2019 & 2020 Chair of RAP committee community members from established partnerships to join us to celebrate.
Build reciprocal relationships Sponsor Supply Nation’s ‘Registered May 2019 & 2020 Director, procurement with Aboriginal and Supplier of Year’ award at the annual Torres Strait Islander Connect trade show. people, communities and organisations that benefit Build our partnerships with December 2018, Director – policy, both parties and support CareerTrackers, VIEWS and MURRA 2019 & 2020 environment and reconciliation outcomes. to identify and build the capacity for community Aboriginal and Torres Strait Islander people to work with BP.
Develop and implement an engagement January 2019 Director – policy, plan to work with our Aboriginal and Torres environment and Strait Islander stakeholders. community
Meet with at least five local Aboriginal December 2020 Director – policy, and Torres Strait Islander organisations environment and to develop guiding principles for future community engagement. Commitments Deliverable Timeline Responsibility
Raise awareness of BP’s Develop and implement a strategy to December 2018, Head of country RAP internally with communicate our RAP commitments and 2019 & 2020 communications employees and contractors, progress to all staff, customers, suppliers and externally with suppliers, and other external stakeholders. dealers and sponsorship partners. Engage our senior leaders in the delivery of July 2019 & 2020; Director – policy, RAP outcomes through the RAP committee. December 2018, environment and 2019 & 2020 community
Host a series of internal RAP-focused lunch July 2019 & 2020 Director – policy, and learn events available to all BP offices. environment and community
Promote reconciliation through ongoing December 2018, Director – policy, active engagement with all stakeholders, 2019 & 2020 environment and including hosting two reconciliation community networking events to create connections, learn from each other and inspire action.
Organise three peer-to-peer industry December 2020 Director – policy, meetings to share ideas and lessons learned. environment and community
Develop opportunities for In partnership with Supply Nation, offer July 2019 & 2020 Director, procurement BP to partner with Aboriginal six one-day professional volunteering and Torres Strait Islander opportunities to BP employees with a peoples, communities and focus on skills transfer to Aboriginal and organisations on initiatives Torres Strait Islander people. that promote long-term, sustainable economic Through our participation in the North December 2018, Vice-president, Australia outcomes. West Shelf Joint Venture (NWSJV) 2019 & 2020 – Upstream operated by Woodside, continue to support social investment and education programs to support Aboriginal and Torres Strait Islander people to participate in the economy and community.
Identify three initiatives with joint venture December 2020 Vice-president, Australia partners, suppliers or business partners – Upstream that benefit both parties and support reconciliation outcomes.
BP Australia Reconciliation Action Plan 2018-2020 | 18 Australian government research shows Opal® fuel has reduced the incidence of petrol sniffing by up to 94 per cent in affected communities.
Opal® fuel
Opal® fuel is a low-aromatic unleaded fuel It can be used in cars, boats and other engines. It’s safe that doesn’t contain the properties that create to mix with regular unleaded 91, or higher octane fuels, a high when sniffed. and can be stored in the same way. BP developed Opal® low-aromatic fuel after receiving a Petrol sniffing is a life threatening issue for many people letter in 2002 from a concerned person in an impacted living in remote communities. Australian government community asking if we could do anything to help tackle research shows Opal® fuel has reduced the incidence of petrol sniffing. Manufactured by BP’s Kwinana refinery, petrol sniffing by up to 94 per cent in affected communities. Opal® fuel is a direct substitute for regular unleaded 91, delivering comparable performance.
19 | BP Australia Reconciliation Action Plan 2018-2020 Opal® fuel BP Australia Reconciliation Action Plan 2018-2020 | 20 Respect
At BP, respect begins with compliance with laws and regulations. We hold ourselves to the highest ethical standards and behave in ways that earn the trust of others. We depend on the relationships we have, and respect each other and those we work with. We value diversity of people and thought. We care about the consequences of our decisions, large and small, on those around us. We respect the world in which we operate; its rich cultures and customs are embraced across our business. We recognise the importance of building mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to achieve our reconciliation objectives. We care about the consequences of our decisions and actions and respect the role we play in supporting Australia’s Aboriginal and Torres Strait Islander communities in their efforts towards reconciliation. We will continue to show respect through the commitments below.
Commitments Deliverable Timeline Responsibility
Increase knowledge and Maintain an Aboriginal and Torres Strait December 2018, Vice-president, understanding of Aboriginal Islander cultural awareness training 2019 & 2020 HR – fuels, AsPac and Torres Strait Islander strategy for all staff across our business. cultures, histories and achievements. Continue to embed online training in December 2018, BP’s compliance and conformance training 2019 & 2020 program which is completed within six months of commencement. Manage overdue enrolments to fewer than 10 per cent of all staff.
Continue to provide face to face learning December 2018, Director, procurement for BP leaders completed within the first 2019 & 2020 three years of commencement with a 100 per cent completion rate.
Introduce face to face training to 15 per December 2019 Vice-president, cent staff at BP’s Kwinana Refinery and HR – fuels, AsPac our Castrol business.
Continue to track and report on cultural October 2018, Vice-president, awareness training outcomes quarterly. January, April, HR – fuels, AsPac July & October 2019, January, April, July & October 2020
All BP Australia executive leadership team December 2018, President, BP Australia and heads of business (approximately 15) 2019 & 2020 to undertake a one-day cultural immersion activity each year.
Members of the BP Procurement team December 2018, Director, procurement responsible for sourcing products and 2019 & 2020 services for BP’s Australian businesses to undertake specific cultural awareness training in support of implementation of the Aboriginal and Torres Strait Islander procurement policy and RAP objectives. Commitments Deliverable Timeline Responsibility
Demonstrate respect Continue to embed Aboriginal and Torres December 2018, Head of country to Aboriginal and Torres Strait Islander cultural protocols within a 2019 & 2020 communications Strait Islander peoples and protocol document relevant to State and/ communities by embedding or Territory and specific local communities. cultural protocols as part of the way we do business. Develop and distribute materials to December 2018, Chair of RAP committee support leaders and staff to provide an 2019 & 2020 Acknowledgement of Country, including plaques in reception in major offices, information in all meeting rooms, and online resources.
Maintain and review a list of key contacts December 2018, Director – policy, for organising a Welcome to Country. 2019 & 2020 environment and community
Invite a local Traditional Owner to provide December 2018, Chair of RAP committee a Welcome to Country at all significant 2019 & 2020 employee events each year.
Staff and senior leadership to provide an December 2018, Acknowledgement of Country at all other 2019 & 2020 events and significant internal meetings.
Celebrate NAIDOC Week In consultation with Aboriginal and Torres July 2019 & Director – policy, and provide opportunities for Strait Islander peoples, host internal 2020 environment and Aboriginal and Torres Strait NAIDOC Week events at major BP community Islander staff to engage operated sites and support the celebration with culture and community at all BP corporate sites. during NAIDOC Week. Promote NAIDOC Week community events July 2019 & 2020 Chair of RAP committee in BP’s major locations and encourage BP staff and senior leaders to attend.
RAP committee members will participate July 2019 & 2020 in at least one external NAIDOC Week event each year.
Invite our Aboriginal and Torres Strait July 2019 & 2020 Director – policy, Islander partners to participate in NAIDOC environment and Week events at BP corporate offices. community
Review HR policies and procedures to December 2020 Vice-president, ensure there are no barriers to staff HR – fuels, AsPac participating in NAIDOC Week.
Provide opportunities for all Aboriginal and July 2019 & 2020 Vice-president, Torres Strait Islander staff to participate in HR – fuels, AsPac community NAIDOC Week events.
BP Australia Reconciliation Action Plan 2018-2020 | 22 Commencing in 2017, the four-year program has been designed to create and deliver as many education and employment opportunities to the local community as possible.
North West Shelf housing refurbishment project: Karratha
Through participation in the North West Shelf Joint Venture H&M Tracey is a majority Aboriginal and Torres Strait (NWSJV), BP is proud to contribute to the NWSJV Islander-owned business with an 83 per cent Aboriginal housing refurbishment program in Karratha, Western and Torres Strait Islander workforce. Four of H&M Australia. Commencing in 2017, the four-year program Tracey Pilbara’s sub-contractors who have worked on has been designed to create and deliver as many the program to date are also majority Aboriginal and education and employment opportunities to the local Torres Strait Islander-owned businesses. Collectively its community as possible. subcontractors working on the program have engaged a further ten Aboriginal and Torres Strait Islander The project has been a resounding success, with lead employees, with five of those also participating in contractors Pindan and H&M Tracey Pilbara exceeding various trade training programs. their original targets of 30 per cent Aboriginal and Torres Strait Islander participation in the project, as well as Pindan and its sub-contractors have engaged ten sourcing 80 per cent of goods and services from within Aboriginal and Torres Strait Islander employees as the City of Karratha. part of the program with four of those local people participating in various trade training programs. Two are More than 20 local Aboriginal and Torres Strait trainees working towards a Certificate II in construction, Islander people are currently working on the one is completing a carpentry apprenticeship and project, including nine that are participating in another is participating in a work readiness program. trade training programs. Trade training programs include both traditional apprenticeships and traineeships, and work readiness programs which expose workers who are new to the industry to a variety of trades including electrical, plastering, cabinet-making, painting and plumbing.
23 | BP Australia Reconciliation Action Plan 2018-2020 Employees from Pindan Contractors BP Australia Reconciliation Action Plan 2018-2020 | 24 Opportunities
BP believes that societies and local communities where we work should benefit from our presence. We strive to make a positive difference through investment in a number of ways, in organisations both small and large. In 2019 BP will have operated in Australia for 100 years. As one of the largest businesses in Australia, we directly employ thousands of people as well as many more indirectly through our business partners and suppliers. We contribute to the economy through paying our fair share of tax, and continue to significantly invest in infrastructure and our retail fuels network. BP’s ongoing investment and growth in Australia can generate opportunities for Aboriginal and Torres Strait Islander people through procurement, professional development, employment and partnering. We will endeavour to provide more opportunities through the commitments outlined below.
Commitments Deliverable Timeline Responsibility
Increase Aboriginal and Torres Increase Aboriginal and Torres Strait December 2020 Vice-president, Strait Islander recruitment. Islander employment across our Australian HR – fuels, AsPac operations to 2.5 per cent by 2020 through the delivery of BP’s Aboriginal and Torres Strait Islander employment strategy. • Continue to advertise job vacancies in Aboriginal and Torres Strait Islander media. • Continue to support and participate in programs such as Melbourne Business School’s MURRA program, The University of Melbourne’s Victorian Indigenous Engineering Winter School (VIEWS) and CareerTrackers which are designed to build pathways to employment in BP for Aboriginal and Torres Strait Islander peoples. • Put in place a referral program for existing Aboriginal and Torres Strait Islander colleagues. • Monitor and review HR policies to ensure right structures and support are in place to ensure pathways for recruitment, development and retention of Aboriginal and Torres Strait Islander peoples in BP. • Explore new traineeship opportunities including a one year corporate traineeship with BP’s Global Business Services for a TAFE graduate and one- day per week traineeship for secondary school students in BP’s retail business.
Help provide pathways to employment at December 2020 Director – policy, BP’s retail sites by sponsoring 10 hospitality environment and scholarships for Aboriginal and Torres Strait community Islander peoples through the OzHarvest Nourish Program by 2020.
Increase Aboriginal and Implement an internal community December 2019 Vice-president, Torres Strait Islander mentoring and peer-to-peer connectivity HR – fuels, AsPac retention. program for Aboriginal and Torres Strait Islander employees.
Engage with existing Aboriginal and Torres December 2018, Manager Aboriginal Strait Islander staff to consult on employee 2019 & 2020 participation engagement and employment strategies, including professional development and agreed priorities.
25 | BP Australia Reconciliation Action Plan 2018-2020 Commitments Deliverable Timeline Responsibility
Increase Aboriginal and Implement an Aboriginal and Torres Strait October 2018 Director, procurement Torres Strait Islander supplier Islander procurement policy to require all diversity. suppliers and contractors to demonstrate how they will increase participation of Aboriginal and Torres Strait Islander people and businesses in the supply of goods and services to BP in Australia.
Develop annual financial targets, supported October 2018 Director, procurement by a clear rationale, for purchasing goods and services from Aboriginal and Torres Strait Islander businesses, consistent with the federal government’s Aboriginal and Torres Strait Islander procurement policy to reach three per cent by 2023.
Work with five key strategic suppliers to December 2020 Director, procurement increase participation of Aboriginal and Torres Strait Islander peoples over the life of the contract.
Build our relationship with Reconciliation May 2019 & 2020 Director – policy, Australia by meeting with them annually to environment and maximise the impact of our RAP activities community and ensure they are aligned to community expectations.
Continue to partner with Supply Nation January 2019 & Director, procurement to ensure BP procurement practices 2020 deliver opportunities for Aboriginal and Torres Strait Islander businesses to thrive.
Explore 10 opportunities with Aboriginal December 2020 Director, procurement and Torres Strait Islander suppliers to contract for work.
Working with Supply Nation, partner with December 2020 Marketing manager, organisations to promote the BP Plus fuel B2B Fuels card offer to Aboriginal and Torres Strait Islander owned and operated businesses, with a target of 300 Aboriginal and Torres Strait Islander members by 2020.
Create opportunities for new Attend three networking events to identify December 2020 Director, procurement Aboriginal and Torres Strait opportunities for BP businesses to work Islander suppliers to engage with Aboriginal and Torres Strait Islander with BP. businesses, encouraging BP suppliers to attend.
Increase the availability of Aboriginal and December 2020 Director, procurement Torres Strait Islander goods in BP-branded retail stores, targeting one new product range per annum available in up to 50 stores.
Increase the availability of In collaboration with Aboriginal and Torres December 2018, Vice-president, sales and Opal® fuel in Aboriginal Strait Islander leaders and communities, 2019 & 2020 marketing – Australia and Torres Strait Islander continue to roll out Opal® fuel, a low communities where petrol aromatic fuel developed to reduce petrol sniffing is a problem. sniffing, to remote communities where petrol sniffing is a problem.
Execute a communication strategy to December 2019 Head of country build awareness and understanding of the communications benefits of Opal® fuel in association with participating Aboriginal and Torres Strait Islander communities. In 2016, Air BP saw an opportunity to increase the diversity of its workforce by utilising a broader range of recruitment channels.
Air BP steps up on recruitment
In 2016, Air BP saw an opportunity to increase the The human resources team also made themselves diversity of its workforce by utilising a broader range of available to discuss the roles with candidates. The recruitment channels. For the first time, aircraft refueler refreshed recruitment approach has helped Air BP roles for Brisbane airport were advertised on ATSI Jobs, diversify its workforce, with the hire of three Aboriginal Our Mob, Work180, Seek and via targeted Facebook ads. and Torres Strait Islander employees and one female employee in the first year. The recruitment team revised and streamlined the job description and application template, and created a new Air BP is continuing to use the power of its interview guide. diversified recruitment process to attract aircraft refuelers in Western Australia and Victoria.
27 | BP Australia Reconciliation Action Plan 2018-2020 Air BP BP Australia Reconciliation Action Plan 2018-2020 | 28 Governance, tracking progress and reporting
Commitments Deliverable Timeline Responsibility
Establish a RAP committee Draft terms of reference and governance October 2018 Director – policy, and executive governance framework for the group to be reviewed environment and committee to monitor the annually. community implementation of our RAP and report on our progress. Establish a new RAP committee which October 2018 Director – policy, includes at least three Aboriginal and environment and Torres Strait Islander people, a combination community of genders, as well as representation from all areas of the business including the Kwinana Refinery, Castrol, Air BP, BP Marine, upstream and downstream.
Establish a new executive governance October 2018 Director – policy, committee (EGC), including at least environment and two external Aboriginal and Torres Strait community Islander community representatives, a variety of genders, an executive leadership team member, the director - policy, environment and community, a senior person from human resources and a senior person from procurement.
Oversee the development, endorsement, October 2018 Chair of EGC and launch of the RAP.
EGC to meet at least twice per year to July 2019 & Chair of EGC monitor and endorse the RAP report to 2020, January BP Australia leadership. 2018, 2019 & 2020
RAP committee to meet at least September 2018, Chair of RAP committee four times per year to report on RAP 2019 & 2020, implementation to EGC. December 2018, 2019 & 2020, January 2019 & 2020, and April 2019 & 2020
29 | BP Australia Reconciliation Action Plan 2018-2020 Commitments Deliverable Timeline Responsibility
Report RAP achievements, Ensure the development and implementation January 2019 Director – policy, challenges and lessons of systems and capability to track, measure & 2020 environment and learned to Reconciliation and report on RAP commitments. community Australia for inclusion in the annual RAP Impact Submit RAP impact measurement September 2018, Director – policy, Measurement Report. questionnaire to Reconciliation Australia 2019 & 2020 environment and annually. community
Investigate participation in the RAP Barometer. May 2020 Chair of RAP committee
Report RAP achievements, Publicly report our progress against our December 2018, Director – policy, challenges and lessons RAP objectives and commitments. 2019 & 2020 environment and learned internally and community externally. Engage senior leaders in the tracking and December 2018, Director – policy, reporting of RAP commitments. 2019 & 2020 environment and community
Communicate quarterly updates of RAP on December 2018 Head of country progress to all staff. & 2019 communications
Review, refresh and update Liaise with Reconciliation Australia to October 2019 Director – policy, our RAP. develop a new RAP based on learnings, environment and challenges and achievements. community
Send draft RAP to Reconciliation Australia March 2020 Director – policy, for feedback. environment and community
Submit draft RAP to Reconciliation June 2020 Director – policy, Australia for formal endorsement. environment and community 31 | BP Australia Reconciliation Action Plan 2018-2020 Taungwurrung artist Mick Harding’s ancestor spirit is the wedge-tailed eagle, known as Bundjil. Bundjil is the creator spirit of the Kulin nation. Ph: +61 1300 130 027 33 | BP Australia Reconciliation Action Plan 2018-2020 Email: AUcustcare@bp.com