Better Tomorrow2020 SUSTAINABILITY REPORT - TO A - Woolworths Group
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Better
COMMIT TED
TO A
Tomorrow 2 0 2 0 S U S TA I N A B I L I T Y R E P O R T
WO O LWO R T H S G R O U P L I M I T E D
A B N 8 8 0 0 0 0 1 4 67 5
We
SECTION 1 SECTION 2
CONTENTS
Performance Highlights People
Unless otherwise stated, Introduction 1 Promoting gender equality 12
the report covers all our
CEO and Chairman’s message 2 Embracing our diversity 14
operations in Australia
and New Zealand for the Living our Group purpose during Supporting Aboriginal and Torres
2020 financial year – turbulent times 4 Strait Islander employment 16
1 July 2019 to 30 June 2020
Our 2020 commitments 6 Caring for the safety and wellbeing
(F20). Only workforce data
(excluding safety) is included Our Journey 8 of our teams and customers 20
for our global sourcing Creating opportunities for all 22
offices in China, Bangladesh
and Thailand.
Photos within the report may This is an interactive PDF designed to enhance your experience. The best way to view
have been taken before social this report is with Adobe Reader. Click on the links on the contents pages or use the
distancing restrictions were home button in the footer to navigate the report.
in place.
1
This extraordinary year has highlighted the importance of
continuing to work together to create better outcomes, greater
resilience and health for all life on this planet.
Through these difficult times, we have continued to drive
sustainable practices through our business to support the:
Safety and wellbeing
of our team, customers, partners and communities
Diverse and inclusive culture
to recruit and retain talent
Reduction of emissions and waste
to shrink our environmental footprint
Responsible sourcing
of our products to reduce environmental risk
and uphold human rights
Relationships with our partners
to identify opportunities to serve our customers better.
We remain committed,
through good times
and challenging times,
to a better tomorrow.
SECTION 3 SECTION 4
Planet Prosperity
Reducing our food waste 26 Working with our business
partners 44
Moving to a circular economy 28
Responsible sourcing 46
Sourcing environmentally
sustainable commodities 30 Making an impact in our
communities 62
Animal welfare 32
S.T.A.N.D 64
Responding to climate change 34
Creating shared value
with our customers 68
Supporting our customers
to eat healthily 70
Responsible service of alcohol 72
Responsible gaming 73
Towards 2025 74
2
CHAIRMAN’S
CEO AND CHAIRMAN’S
REPORT MESSAGE
Committed to
helping one another
3
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
This has been an extraordinary year, marred by a number of
Voice of Team natural disasters that none of us could have foreseen or imagined.
engagement score Our farming industry continued to endure crippling drought
80 conditions. The White Island disaster in New Zealand took 21 lives.
Australia faced a horrific bushfire season that impacted many
1
Remained steady of our communities.
HIGHLIGHTS
PERFORMANCE
from F19
Then in late February of 2020 we began to inclusive workplace culture which values all
experience the significant challenges that forms of diversity.
the coronavirus pandemic would bring to
Total recordable injury Sustainability is important to our customers,
2
Australia, New Zealand and other countries
frequency rate (TRIFR) and is now an intrinsic part of our business.
in our supply chain. We did not anticipate
We are continuing to lift our ambitions
11.94
the degree and speed with which we would
to drive the transformative change that is
PEOPLE
need to recalibrate our business and the way
needed. We have been working hard on
that we interact with each other. Yet the true
our new sustainability plan, which sets out
19% from F19 measure of the strength of a business is how
our new goals that will guide our efforts
it responds to such challenges.
in the coming years. We will collaborate
Our community
The ramifications of the crisis brought out
the best in our teams. They adapted, worked
and partner to influence and drive change
beyond our walls, in our communities, 3
contribution innovatively and supported each other to supply chain and industry. We can no longer
PLANET
as % of EBIT on a rolling step up to their role as essential services be satisfied with simply limiting detrimental
average basis personnel to provide our communities with impacts. We are actively looking for ways to
essential everyday needs. create positive change and make the world a
1.05% Our purpose guides every decision we
make and it has never been more important
better place for tomorrow.
This year we have seen the way that our
4
than during this period of unprecedented teams can lift to overcome a crisis, and what
PROSPERITY
challenge. We prioritised investment in the we can achieve together, at speed, when
safety of our teams and customers. In order necessity calls. We will seek to apply these
to meet surging demand, we welcomed lessons to how we play our part in tackling
20,000 new team members, many of whom the sustainability issues that are impacting
had been stood down by lockdown-affected our planet.
organisations. We cared for our most
vulnerable customers by providing dedicated
shopping hours and priority delivery We are proud to share with you our 2020
services. We know that our customers and Woolworths Group Sustainability Report.
team members choose to shop with, and
work for, a company that is purpose driven.
Woolworths Group is a A NEW HORIZON OF SUSTAINABILITY
signatory to the United FOR WOOLWORTHS
Nations Global Compact We have been working hard on our
(UNGC). UNGC sustainability agenda at Woolworths for
signatories embrace many years. We are proud of the progress Brad Banducci Gordon Cairns
a set of core values in that we have made, and this year we CEO CHAIRMAN
the areas of human concluded our work against our 2020
rights, labour standards,
sustainability commitments. Since their
the environment and
launch in early 2017, we have reduced
anti‑corruption. In this
report, we share our
our greenhouse gas emissions by 24%,
performance against the improved the sustainability credentials of
UNGC core values. our Own Brand products, and built a more
4
Living our Group purpose
during turbulent times
nces together fo Our Ways-of-Working
Our Purpose xperie ra How we work
e re be
tte
Why we exist tt
e
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g
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ew ith g e
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ke e s
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ep
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Our Values
I li ste n a n d l e a r n Who we are
As a diverse group In a year marked by a succession of crises,
it has never been more important for us to
living expenses, food, animal feed
and psychological assistance in rural
of retail businesses live our Purpose and our Core Values. communities impacted by adversity. This
across Australia and F20 has been a challenging year for all,
included using our logistics capability to
transport over 37,000 tonnes of donated
New Zealand, we are highlighting the importance of sustainable
hay to over 3,200 farmers.
business, and the role we have in
united by our Purpose contributing to: In the lead up to Christmas, our busiest
– to create better • our customers’ and team members’ lives time of the year, a number of our team also
served as volunteers in rural fire brigades
experiences together • our suppliers’ ability to weather across Australia. In support of them, and in
for a better tomorrow. critical events the spirit of doing the right thing by them
• the lives of vulnerable workers in our and the communities we serve, we did
global supply chain what we could to help. Including providing
extra paid leave for our volunteer team
• our communities
members to offering emergency services
• the broader economy and personnel in-store discounts.
• the environment which sustains us. Our bushfire response also included
pledging $250,000 to animal welfare
organisations nationally and distributing
Climate change: from over 20 tonnes of fresh food to endangered
drought to bushfires wildlife through emergency airdrops.
We have also expanded our long term
During this year devastating drought support for natural disaster-impacted
and bushfires endangered the lives, communities with a new fundraising
food security and psychological health initiative. Twenty cents from the sale of
of our farming communities. With our a 24x600ml pack of Woolworths Spring
partners The Salvation Army, Rural Aid, Water, or a Woolworths Spring Water
Lifeline and Foodbank, our program 10 Litre pack, will now go towards our
S.T.A.N.D (Support Through Australian S.T.A.N.D program.
Natural Disasters) has helped to fund
5
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Doing the right thing • Protecting our team members and
customers by adopting stringent
through COVID-19 health and safety protocols to
mitigate infection risks. This includes
Times of crisis only increase risks to complying with changing regulatory
vulnerable people, something we were requirements and taking a leadership
role in recommending masks be worn
Community
extremely conscious of during our
response to the coronavirus pandemic.
at all of our Australian sites. While this
has required significant investment,
support
Our support initiatives include: safeguarding the health and safety of
• Collaborating with Government, our team, customers and communities
regulators, our competitors and
industry to ensure an adequate and
continues to be paramount.
• Thanking and rewarding our store
$8M+
in financial, food, transport
1
safe supply of food and essentials for team members by giving them over $50
all customers. Building urgent supply million in company shares and gift cards and labour costs to support
solutions to meet the specific needs hunger relief charity
• Supporting the economy by increasing partners Oz Harvest,
HIGHLIGHTS
PERFORMANCE
of different groups of vulnerable
employment from impacted businesses Foodbank and FareShare
customers, including the elderly,
such as the Qantas Group and deploying
the disabled, remote and First
our ALH team members, to meet higher
Nations customers:
demand in other areas of the business
− With the support of Australia Post and support safety initiatives. 20,000
and DHL Supply Chain, we created
the ‘Basics Box’ (comprising of meals,
snacks and essentials). Over 23,000 Speaking up when
plexiscreens installed across
Woolworths Group stores to
2
PEOPLE
support team and customer
Basics Boxes have been delivered
− Prioritising our home delivery service
it matters health and safety
to provide dedicated assistance to the We acknowledge the Black Lives Matter
movement that has seen a groundswell
3,200+
elderly, people living with disability
and those in mandatory isolation. of support in the United States and
Over 350,000 Woolworths and
Countdown customers have benefited
globally, and recognise the connection
and relevance it has to the serious issues
farmers supported
with donated hay
3
affecting our First Nations peoples. This
PLANET
from Priority Assistance to date.
movement reinforces the importance
• Instituting dedicated shopping of the work we are doing to support our
hours for the elderly and disabled First Nations customers, team members,
followed by dedicated community suppliers and communities. Including
hours for emergency services and our backing of the Uluru Statement from
healthcare workers. the Heart, and in our Reconciliation
Action Plan. 4
Australian
PROSPERITY
Leisure and
Hospitality
David Mynard, Supply chain finance
Group (ALH)
With over 30 years of experience as a
volunteer firefighter, David Mynard, Supply
exhausted all other resources and need a quick
turnaround or solution. He’s highly supportive,
supporting
Chain Finance Lead, has attended countless willing to try any task, and jumps in to help out FareShare
incidents and community action days. when he is really needed,” Donna said. “It’s
During one of Australia’s worst bushfire part of his caring and selfless nature, which he
When lockdown measures
seasons, he continues to showcase his showcases in both firefighting and the office.
saw ALH venues closed
dedication and extreme bravery in helping He just thrives in helping people and it comes
and the Government asked
others out on the front line, fighting fires from a genuine place.” FareShare to ramp up meal
in terrible conditions in locations such as preparation from 40K to
Bilipin, because for him, helping others just 100K per week, Woolworths
comes naturally. donated meat and vegetables
“It’s all about giving back, contributing to and paid for ALH chefs to
my community and providing a better place work in FareShare’s Victorian
to live,” David said. and Queensland kitchens.
FareShare’s COO Kellie
Donna Saarikko, Finance Manager, says that Watson noted “It has given us
David is somewhat of a firefighter in the the ability to be agile, pivot and
office too. “David is our go-to when we have achieve enormous production
increases. I’d like to thank you
again for your support to improve
the lives of tens of thousands of
We would also like to acknowledge the passing of Andrew O’Dwyer, a much respected team
Australians doing it tough.”
member whose commitment to volunteering touched the lives of many in the community.
6
Our 2020
OUR 2020
commitments and progress
Launched in February
2017, our 2020
Sustainability Strategy People – Strength in diversity
brought renewed We value diversity across Woolworths Group. Our customers should see in our people
a reflection of themselves and their communities. In this strategy we embrace targets that
focus and energy to support diversity and, hand in hand with this aim, inclusion and respect.
Woolworths Group’s
engagement with Promoting gender equity Building our diversity
customers, communities,
supply chains and team
members, as well as our
responsibility to minimise
1 2 3 4
COMMITMENT
At least 40% of No salary wage gap 100% of those Continue the focus
the environmental impact executive and between male and responsible for on encouraging
of our operations. senior manager
positions to be
female employees
of equivalent
hiring new team
members to
cultural diversity,
with a commitment
held by women. positions on a have completed that our team will
In the last three years, per‑hour rate unconscious reflect the
at all levels of bias training. communities
we have made significant the company. we serve.
progress and have
achieved many of our Focus on improving Create better pay Focus on building Focus on building
commitments. We have the internal equivalency an inclusive an inclusive
NEXT STEPS
appointment between roles environment for environment for
scored our progress in process and with similar all of our team all of our team
ensuring enough
the context of our three women are on the
responsibilities. members. members.
pillars of People, Planet short lists.
and Prosperity. Our
new 2025 Sustainability
Strategy will be released
in the coming months
Offering
which will guide our Supporting Aboriginal and Creating a safe opportunities
efforts into the future. Torres Strait Islander employment environment for all
Key: 5 6 7 8
Proportion of Proportion of We are committed Achieve Gold Tier
COMMITMENT
Achieved Indigenous team Indigenous to maintaining a employer status
members to Graduates to workplace that at the AWEI for
Materially equal Federal equal Federal safeguards the LGBTQ+ inclusion.
progressed Government Government health and
Employment Employment wellbeing of our
Progressed Parity contract. Parity contract. team members,
customers
and visitors.
Focus on Focus on Focus on creating a Working to achieve
providing career providing career COVIDSafe and Platinum Tier
NEXT STEPS
development development COVIDCare employer status.
opportunities for opportunities for environment.
our Indigenous our Indigenous
team members. team members.
7
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Planet – For a healthier environment 1
We recognise Woolworths Group’s environmental impact across our value chain and will work with our suppliers, service providers
and operations to innovate for a healthy planet. We will support the move to a circular economy, source environmentally sustainable
HIGHLIGHTS
PERFORMANCE
commodities and respond to climate change.
Sourcing environmentally
Moving to a circular economy sustainable commodities Responding to climate change
9 10 11 12 13 14 2
PEOPLE
COMMITMENT
Towards zero Improve the Source key raw Achieve net zero Reduce Innovate with
food waste going recyclability of materials and supply chain Woolworths Group natural refrigerants
to landfill. our own brand commodities deforestation carbon emissions and reduce
packaging and sustainably to for ‘high‑impact’ to 10% below 2015 refrigerant leakage
contribute to the an independent commodities in levels by 2020. in our stores by
3
circular economy. standard by 2020. our own brand Revised: See 15% of CO2e below
products. page 34. 2015 levels.
PLANET
Consistently Continue to Focus on sourcing Expand our focus to Continue to Continue to
improve our systematically seafood from other commodities. implement implement
NEXT STEPS
processes to remove single sustainable innovative initiatives innovative initiatives
reduce food waste use plastic from sources. to decrease our to decrease our
going to landfill. our products. energy footprint. energy footprint.
4
PROSPERITY
Prosperity – Founded on trusted relationships
We will focus on positive relationships with suppliers, give back to the communities in which we operate, and rebuild trust with our
customers and investors.
Giving back to the communities Creating shared value with
Working with our business partners in which we operate our customers
15 16 17 18 19 20
COMMITMENT
We will achieve We will develop We will invest the We will publicly We will achieve We will help
a top quartile a revised equivalent of 1% of report social leading customer our customers
ranking in how we Responsible EBIT in community impact to quantify satisfaction scores. to consume all
engage fairly and Sourcing Program. partnerships the positive of our products
equitably with and programs. changes we in a healthy,
our suppliers. are creating. sustainable way.
Build on current Continue to embed Continue to support Continue to support Create customer Inspire (and
NEXT STEPS
momentum to build and improve our communities our communities advocates for nudge) our
supplier advocates our responsible especially in this especially in this our business. customers
for our business. sourcing program. time of COVID. time of COVID. to be healthy
and sustainable.
8
OUR JOURNEY
Sustainability No salary wage gap
commitments Salary wage gap between male and female
employees of equivalent positions reduced
In February 2017 we launched
to less than 1% (statistically insignificant).
our 2020 strategy, setting out
our sustainability journey. ACHIEVED
Bias training LGBTQ+ inclusion
Unconscious bias training pilot Awarded Gold Tier employer status in Australian
program completed. Workplace Equality Index (AWEI) for LGBTQ+
Our journey: Training is now embedded inclusion for three consecutive years since 2018.
for all future leaders. ACHIEVED
ACHIEVED
PEOPLE
PLANET
PROSPERITY
Energy management Plastic bags waste
Commenced work on establishing Woolworths Group stores no longer offer single
the Energy Management Centre use lightweight plastic shopping bags.
of Excellence. Our Journey: We now offer a range of alternatives like
Our journey: We now use the data to the paper bag and the reusable “Bag for Good” where
identify and prevent issues in our assets. any money made from the sale goes to Junior Landcare.
1% EBIT contribution Responsible sourcing
1% of EBIT was donated to Reviewed and launched our new Responsible
community causes across Australia Sourcing Program.
and New Zealand Our journey: We have embedded this program and
Our journey: We have donated 1% of EBIT continue to improve our processes to uphold human
every year. rights in our supply chain. In F20, we have released
our first Modern Slavery Statement.
ACHIEVED
2017 20189
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Supporting mental wellbeing Resourcing the Future
Launched ‘I am here’ program dedicated We have recruited over 2,800 Aboriginal and
to supporting mental wellbeing. Torres Strait Islander team members, and have met
Our journey: In F20, over 27,000 team members
completed the program and we launched the
“I am here Ambassadors” program.
Government Employment contract conditions.
ACHIEVED 1
HIGHLIGHTS
PERFORMANCE
Reconciliation Refugee Employment Program
Launched our revised Reconciliation Providing employment opportunities to over 100
Action Plan.
Our journey: See our progress on page 16.
refugees to help with successful resettlement.
2
PEOPLE
3
PLANET
Climate risk workshops Reduced carbon emissions
Held Group wide climate risk assessment
workshops to understand our key risks.
Our journey: In F20, we have taken learnings from
Achieved both carbon emission targets for 2020,
and progressing against our new target. 4
ACHIEVED
PROSPERITY
here to develop scenario analysis for our Australian
Food business.
Sustainable sourcing of
key commodities
Reset our emission targets
We have made significant progress to source
Having achieved our emissions targets early, our key commodities and raw materials from
we revised our targets in line with limiting responsible supply chains.
global warming to 1.5oC.
Circular economy
Healthiest own Improve the recyclability of own brand product
packaging and reduce food waste going to landfill.
brand products
Woolworths own brand products named
the healthiest in Australia by independent Strong relationships with
researchers.
Our journey: We continue to make healthier
customers and suppliers
easier for our customers and 100% of eligible We do the right thing for our customers
products in Australia have a Health Star Rating. and partners and have improved our customer
and supplier satisfaction scores.
2019 202010
PEOPLE
STRENGTH IN DIVERSITY
Our purpose, ways of working and core values are embodied
in the targets and commitments in our People pillar. Together,
with over 215,000 team members across the Woolworths Group,
we are focused on maintaining an inclusive and supportive culture
that values diversity in all its forms. Our commitment to a diverse
and vibrant workforce gives us the strength, skills and ability to
support, sustain and foster better experiences for our teams,
customers and communities.11
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Board diversity Voice of Team engagement Total recordable injury Proud
score frequency rate (TRIFR) @ Woolworths
56% female 80 11.94 2,500+ members
44% male
remained steady
from F19 19% from F19 14% from F19
Notting Hill Pick and Collect team12
Promoting IMPACT
Commitment
1
gender Status
Commitment
PROGRESSED
2
equality Status
Sustainable
Development Goal
ACHIEVED
Woolworths Group is committed to maintaining an inclusive
and supportive culture and workplace. We constantly strive
to give all our team members equal access to the benefits,
resources and opportunities to build their skills that working
with us can provide. Our people are our strength – from our
frontline team to those behind the scenes. Executive and senior
manager positions
held by women
35%
1% from F19
Supporting our team through Some of our other initiatives to support our team members
this year included:
different life stages Our Return to Work group
Team members from our “Return to Work” Group shared
Woolworths Group has a strong representation of women their personal stories of embarking on, and returning from,
across our business, both in support and operational roles. parental leave at a special event, which also provided hints
Over 50% of our workforce identifies as female and more and tips on how to survive the first 12 months, and beyond, as
than half our board is compromised of female directors. a new parent. It was an opportunity for those who attended
to connect, ask questions and meet people at a similar life
While we have not achieved our commitment of having at least
stage. The event was designed to support networking and the
40% of executive and senior management positions in our
sharing of stories and experiences, and to ensure that team
business be held by women, we have improved significantly
members understand the support we can offer them.
from F17 when we had 29% representation. Representation of
women at senior levels of the organisation is currently at 35%, Our Staying Connected events
and through our Gender Equity and Inclusion strategy and in Our “Staying Connected” events occur twice a year. They provide
our next sustainability strategy, we are committed to improving team members that are on extended leave (for reasons including
this figure and addressing the common challenges faced by our parental leave or a career break) with business updates as well
female workforce, including the need to work flexibly, issues as updates on topics such as team benefits and our vacation care
surrounding pay parity and systemic or unconscious bias. program operated in conjunction with the Guardian Early Learning
Group. These events are an opportunity for team members to stay
As a key priority within our broader business strategy, we aim
connected to our business, assisting with the transition back into
to provide equitable access to opportunities for people of all
the workplace when they feel ready to return.
genders. We are committed to creating an environment that
recognises and values all team members equally. We value Woolworths Family Network
and support flexibility across the Woolworths Group, in all Family is central to our purpose, our values and our ways of
locations including stores, distribution centres and support working. At Woolworths Group, we are committed to making
offices and commit to support team members in every part things better for families, including supporting our team members
of our business to explore how flexibility can enable them while they are growing their own family. The Woolworths Family
to lead better lives and to better meet our customer and Network provides important peer support for individuals within
business needs. the Woolworths Group through listening sessions, networking
lunches and other educational and information events.13
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Gender Equity Gender
Network launch equality
On 10 March, in honour of
at Countdown
International Women’s Day, we
Throughout New Zealand, the
launched our new Gender Equity inequities between men and
Network, which comprises a women when it comes to pay, and
passionate group of team members opportunities for career progression
from across the Woolworths Group are well known, with the impacts
who care deeply about, and believe being most keenly felt by Māori
strongly in, equity in the workplace. and Pacific women.
The Network is a peer‑led group to This year, the number of executive
1
help instigate change, break down and senior positions held by women
gender stereotypes and gender in Countdown is 37%. While we are
disappointed to have not met this
bias and create a gender‑equitable
HIGHLIGHTS
PERFORMANCE
commitment target, this number
workplace for all our team members. has increased by almost 6% overall
Going forward, the group will educate since F17. Although we have not
team members that equality is not met the commitment this year, we
just a women’s issue, but a business will continue to work to support all
issue, and one that is critical to women to progress their careers
our transformation. at Countdown.
2
PEOPLE
3
PLANET
WooliesX – Women in STEM Pay Parity 4
PROSPERITY
WooliesX, our We strongly believe in equal pay for equal work. Our Pay
technology business Parity Review methodology and ongoing review processes
combining our digital, compare salaries of like‑for‑like roles of our team members
e‑commerce, data and across the Woolworths Group, at all levels. This continuing
customer divisions, is analytical work helps identify gender pay gaps between our
keen to foster women, male and female team members by grouping our positions
including women from and career streams, while accounting for team member
diverse backgrounds, movements that may result in fluctuations. Our last review
in science, technology, resulted in a statistically insignificant less than 1% gap which
engineering and we will aim to maintain.
mathematics (STEM)
roles within its business.
Zarah Dominguez,
Senior Android
Developer at WooliesX,
who was raised in a
rural community in the
Philippines, helped to
Salary payments
create the Woolworths’
online shopping app, During F20, it was found that there were salaried team
now used by over 1 million people. members that had not been paid in full compliance with the
Woolworths Group obligations under the General Retail
“It happens a lot that I’m the only woman in the team, so it is Industry Award and Hospitality Industry General Award.
important to find and use your support network. To have others to Woolworths Group is committed to fully rectifying the payment
bounce ideas off is really helpful!” shortfalls and an extensive plan is in place to check that team
members’ pay is correct and fully compliant moving forward.14
Embracing IMPACT
Commitment
3
our diversity Status
Commitment
ACHIEVED
4
Status PROGRESSED
Woolworths Group believes in the power of people.
Our continuing commitment to maintaining and Sustainable
growing a strong, diverse, engaged and inclusive Development Goal
workforce mirrors our commitment to the diverse
customers and communities we serve and the
challenges they face.
Inclusive leadership Over the last three years, all relevant
leaders and managers across Australia,
Refugee Employment
training Asia and New Zealand have completed Program
the inclusive leadership training, which
Since 2018, the Woolworths Group is now being built into leadership Since F18, we have worked in
has run inclusive leadership and development programs across the partnership with Community Corporate,
unconscious bias training across business. In our next sustainability an award‑winning diversity and
various key areas of its business. The strategy, we will explore more inclusion firm, to provide employment
training seeks to assist team leaders opportunities to build an inclusive opportunities for displaced refugees
and managers, who are in a position culture as we want every level of from over 16 different cultural
to make hiring and promotion decisions, leadership in our business to develop backgrounds, including Syria,
to develop and practice constructive and maintain more engaged, productive Democratic Republic of Congo,
and inclusive behaviours in the and innovative teams, whose diversity Afghanistan, Bhutan and Iraq. The
workplace. The training: is recognised and celebrated. program seeks to provide hope and
• Provides an overview of unconscious opportunity to its participants, assisting
bias and how it impacts and limits the them with successful resettlement in
diversity of our workforce Australia. The program benefits the
Woolworths Group as it helps us to
• Demonstrates the importance better reflect the cultural diversity of the
of role‑modelling inclusive and communities that we serve. Since the
constructive leadership behaviours, program’s inception, over 151 refugees
values and processes in hiring have commenced employment with us
decisions and people management and, in 2020 alone, we had 66 refugees
• Helps our leaders and managers join our team across the country, at
develop strategies and actions our Metro, Supermarket stores and
to better leverage diversity in Customer Fulfillment Centres.
their teams.15
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Supporting and upskilling our people
At Woolworths Group, we invest in our people. Our team members, at every level, are provided with continued
learning, development and upskilling opportunities to help them achieve their personal and professional goals. This
not only supports them at whatever stage of their lives and careers they are at, but helps them better support our
customers, and our future growth.
The Food Academy provides training for our team members working in store, and manage programs such as the
Capabilities Pathways and Store Leadership programs. These are delivered through a combination of online learning,
facilitated workshops and coaching to help develop the technical expertise and leadership skills required.
To develop support office team members, we partnered with Performance Frontiers to deliver programs to support
leaders and teams in transformation and establish a common language and approach across the organisation.
Leaders and managers were targeted and programs delivered included:
• GROW: focussing on supporting teams with growth mindset and personal buoyancy to live our purpose and
values in a changing environment. 1
HIGHLIGHTS
PERFORMANCE
• CONNECT: focussing on supporting managers to develop stronger team first and customer first connections.
• ADAPT: focussing on supporting leaders to partner effectively across the ecosystem for us to be
stronger together.
• COVID‑19 had an impact on the delivery of existing programs and created demand for an immediate response to
managers leading and supporting their teams virtually during this time. A quick series of nine (45‑minute) virtually
facilitated sessions were developed and launched within the first three weeks. 150 sessions ran over two months with
350 leaders from support offices across Australia, New Zealand and Asia attending one or more sessions.
2
PEOPLE
3
PLANET
Refugee Employment Program: Karim Mansour 4
PROSPERITY
Karim Mansour is one of many shining Leader in a relief role in the Fresh
examples of the amazing team members Food – Produce section at Kings Cross
to come through the Woolworths Metro Supermarket.
Refugee Employment Program. He
Now, in 2020, Karim has again
provides a great insight into the career
been promoted to the role of “Fresh
progression opportunities that occur as
convenience Team Leader” at a new
a result of the program and is a perfect
Metro store in Rosebery. He is working
example of how refugees contribute
full‑time and is impressing his
to building Australia’s economic and
workmates and manager with his hard
social prosperity.
work and dedication. “I feel very proud of
Before moving to Australia in 2017, Karim Karim, he has been open to advice and keen
lived in Syria with his brother and parents to learn. He actively sought out mentorship
where he was studying law at university. from me to advance his career and he put in
Upon arrival, he began learning English the hard work – so having the first ongoing
at TAFE and applied for many roles, promotion from the Refugee Employment
“I’ve applied for more than 100 jobs since Program into a Team Leader role is
arriving in Australia and have had no luck, something we are all very excited about
not even an interview” said Karim. at Metro” said former store manager,
Panetelis Archontides.
Before the Woolworths Refugee
Employment Program, Karim had no Karim is extremely grateful for this
previous paid employment in Australia. opportunity to create a sustainable life
That all changed in 2017, when Karim in Australia, through security of work.
successfully applied for the program He says “Thank you Woolworths for caring
and within five months was promoted for the refugees and giving me a chance to
from team member to Acting Team work and get experience in Australia”.16
Supporting IMPACT
Commitment
5
Aboriginal and Status ACHIEVED
6
Torres Strait
Commitment
Status ACHIEVED
Islander
Sustainable
Development Goal
employment
We continue to play our part in building understanding and respect between our Aboriginal and
Torres Strait Islander peoples and non‑Indigenous Australia. With increased awareness of the
challenges facing our First Nations People, our initiatives in this area have become more important.
Reconciliation During the year, we undertook a range
of initiatives including:
Torres Strait Islander supplier diversity
within our organisation. This year, we
Action Plan • Further developing our RAP appointed a supplier diversity manager
Working Group (RWG), which who has implemented improved
Since the launch of our second actively monitors our RAP and its processes to track Aboriginal and Torres
Innovate‑level Reconciliation Action Plan implementation, and tracks our Strait Islander supplier spend. As a
(RAP) on 5 July 2019, we have made progress against our commitments result, we have seen a 1,100% increase
significant progress on our commitment through reporting. Currently, our in spend with First Nations suppliers to
to take concrete actions to build strong RWG has three Aboriginal and Torres the Woolworths Group. One example
and lasting relationships, respect and Strait Islander representatives and 20 of the impact of this has been during the
understanding between Aboriginal non‑Indigenous representatives, and COVID‑19 pandemic. We approached
and Torres Strait Islander peoples and we are establishing a team member
non‑Indigenous Australia. Our vision for network to have First Nations
reconciliation is a better future in which representation on various RAP
all Australians have an equal voice and squads throughout the business
access to opportunities for prosperity.
• Launched the quarterly“Having a
Our progress
Yarn” newsletter to reach out to all
our team members to share more
Having a yarn
Strong governance in this area has been about the First Nations culture Kaya! (Hello),
This is our very first newsletter and it’s for everyone
who works and lives across our beautiful lands.
a major part of our progress this year. We • Continuing to work with local
Quarterly, we’re going to reach out
to all our team members, share
There is a role for everyone in
reconciliation so take a look at
participated in the annual RAP Impact
culture and have a yarn. It’s an some suggestions of how you can
Aboriginal land councils in
opportunity to stay connected and make a difference.
be reminded of what we can be
This is our first go at a newsletter,
doing to care for this land and its
Measurement Questionnaire overseen by
so feel free to send feedback and
people.
implementing our Resourcing the
ideas about what you’d like to see Cheers,
In this edition, you can get your more or less of. Clint Johnson and Courtney Palmer
Reconciliation Australia to get baseline data
head around this thing called Clint Johnson:
If you are a First Nations team
Future Employment Program in
reconciliation. You may hear a lot Text or call: 0404 829 093
member, join the First Nations team Email: cjohnson1@woolworths.com.au
about it but may not have taken the
member network and contribute to Courtney Palmer:
time to fully understand what it is
regarding our progress against our second
our RAP and sharing culture with Text or call: 0404 821 140
and why it’s needed.
local communities.
our 200,000 team members. Email: cpalmer@woolworths.com.au
RAP. This assists us to continually develop, Giveaway
The movie, The Final Quarter is a must-see for all Australians. To ensure you, your family
implement and review our RAP, and our A key focus of our RAP is diversification and friends get to see it, we’ve made it available for you to watch online until
31 March 2020. It is a powerful exploration of racism in Australia, presented in an
engaging and interesting way using only clips from the media at the time. Ask the
actions to meet it. Our data also contributes of our supplier relationships by Finance team, as more than 100 team members watched it together during lunch. To
watch the movie online go to:
The Final Quarter http://bit.ly/WGTheFinalQuarter
to Reconciliation Australia’s annual RAP increasing our number of Aboriginal and Password: wOOLgROup
To win a copy of the DVD go onto the First Nations Bunji’s Google+ community
Torres Strait Islander supply partners.
and share an image or write something that tells us ‘what reconciliation means
Impact Measurement Report, which
to me’. Two winners from each state will be selected and sent a DVD.
outlines the collective impact of the wider We continue to actively seek out
RAP program. opportunities to build Aboriginal and17
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
small Indigenous‑owned businesses Supporting the
Supply Aus, Cole Workwear and
Position Promo, when COVID‑19
Uluru Statement
was at its peak in March to get much from the Heart
needed hand sanitiser supplies to
its stores, with over 300,000 litres We have a deep respect for
of hand sanitiser supplied by local Aboriginal and our Aboriginal and Torres
Indigenous businesses. Torres Strait Islander Strait Islander team members,
team members customers and all of those
We delivered critical food who live in the communities
4,500+
supplies to remote Aboriginal we serve. We firmly believe
1
communities during the COVID‑19 they should have a voice in
pandemic, whilst maintaining decisions that affect them.
the integrity of remote travel That’s why we support the Uluru
HIGHLIGHTS
PERFORMANCE
restrictions and protecting our Statement from the Heart, and
the recommendations of the
most vulnerable Australians. In
Referendum Council.
order to effectively contribute
to Aboriginal communities, we A First Nations voice to
developed partnerships and worked Parliament enshrined in our
with Metcash, manufacturers
and organisations, including the
Constitution and a Makarrata
Commission to oversee
agreement‑making and
2
Arnhem Land Progress Aboriginal
PEOPLE
truth‑telling are critical steps
Corporation (ALPA), Outback Stores toward reconciliation. They
and the NSW Aboriginal Land allow First Nations people to
Council. We are pleased to have claim their rightful place in our
been able to donate approximately nation and enable us to move
6,500 Basics Boxes (equating to forward together.
more than 100 tonnes of essential
supplies) directly to those retailers.
3
PLANET
We were able to move around
4,000 Basics Boxes (or around 64
tonnes of product) in approximately
24 hours of learning of the issues
being faced to assist with urgent
4
distribution of essentials items.
We have also invested in listening National Reconciliation Week
and learning opportunities to foster
PROSPERITY
a deeper understanding of the Our vision for Reconciliation is a added their own personal commitments
perspectives and experiences of our better tomorrow where all Australians to reconciliation. We distributed
Aboriginal and Torres Strait Islander have a voice and equitable access to reconciliation notebooks that contained
team members, customers and opportunities for prosperity. During information about Acknowledgement of
communities. While rollout has been National Reconciliation Week 27 May Country, our RAP and the Uluru Statement
delayed due to COVID‑19, we have ‑ 3 June, we took this time to reflect, from the Heart, and launched our new
educate and raise awareness across First Nations – Sharing Culture website,
made plans for listening sessions
the group. Our activities included containing links to register support for the
in each State and Territory across sharing a video of Brad Banducci and Uluru Statement as well as information for
Australia to better engage our Adam Goodes talking to Woolworths’ our team members to explore further.
Aboriginal and Torres Strait Islander team members about Reconciliation
team members and seek their views Week and the Uluru Statement from
on our RAP and our framework the Heart, opening meetings with a
to advance reconciliation. Two heartfelt Acknowledgement of Country,
alumni of our Resourcing the Future encouraging team members to learn
Employment Program, Iesha and about Australia’s true history and to find
Ranelle of our Rockhampton team out more about their local Aboriginal and
Torres Strait Islander community.
(see page 19), have been integral
in designing the listening sessions, To reinforce our support for the Uluru
which would include face‑to‑face Statement from the Heart, we used
First Nations team members and Reconciliation Week as a platform to
store and support office team share information, start a conversation
and encourage our team to learn more.
member participation. The national
This included adding a reconciliation wall
program of listening sessions
containing the Uluru Statement from the
will get underway as soon as the Heart to the team rooms of our stores
pandemic passes. and sites to which our team members18 Supporting Aboriginal and Torres Strait Islander employment
Apprenticeship First
Resourcing the Future
Nations baker:
Our Resourcing the Future Employment Program Cassandra Campbell
is a partnership between us, the Australian
Federal Government and Diversity Dimensions to WOOLWORTHS SUPERMARKET, COOMERA WESTFIELD
address and overcome the barriers to employment
Aboriginal and Torres Strait Islanders make up 6.9% of all of
opportunities in our recruitment processes for
our apprentices, and amongst them is Cassandra Campbell, a
Aboriginal and Torres Strait Islander Australians and
strong Aboriginal woman from the Waanyi people of the Lawn
increase the number of First Nations team members
Hill area near the Gulf of Carpentaria.
joining the Woolworths Group. Since the program’s
inception in 2015, we have offered employment In 2016 she moved to the Gold Coast to further her studies and
to 2,884 Aboriginal and Torres Strait Islander job career, first approaching Woolworths Ormeau to complete her
seekers, with most of these roles offered in regional apprenticeship as a baker. Cassandra chose Woolworths as
or remote areas. Retention rates remain high at 71%. “bakers are in high demand and Woolworths has great job stability.”
The program has been structured to set up both Balancing the demands of study with her apprenticeship was
our teams and the candidate for success. Our team difficult at times, but Cassandra persevered. Cassandra’s
members undertake Indigenous cultural training journey with us has made her stronger and more resilient.
before the candidate commences work, and our
“If you are a female, don’t be afraid to take on a trade! It can seem
candidates have access to a mentor to support them
very daunting but also very rewarding.”
throughout the program.
Jawun partnership:
Simon Tracey
WOOLWORTHS SUPERMARKETS
MARKETING TEAM
Since its inception in 2013, our partnership with the
Jawun Indigenous Community Program has enabled
team members from across the Group to take part in
invaluable cultural immersion opportunities. Simon
Tracey was seconded to help develop a partnerships
strategy for the Gadigal Information Service Aboriginal
Corporation (GIS), which broadcasts Koori Radio
(93.7FM 2LND).
Simon supported the management team to develop
the sponsorship strategy and examine the GIS
brand, communications and website and assisted
with team training in areas such as project, time
and information management.
Simon found the secondment incredibly beneficial,
as it forced him to challenge his personal beliefs
and introduced him to more holistic, respectful and
community‑oriented ways of thinking, working, living
and behaving. During his time with GIS, Simon was
told, “It’s not the job of Elders to educate, it is the privilege
of the younger generation to be able to ask for knowledge
when they are ready to listen.”
Simon notes, “There was a lot I didn’t know, and
conversations with First Nations peoples are steeped in
truth‑telling. Once I took a hard personal look at who I
am, and what I’d like to create for future generations, my
paradigm view expanded.”
Simon Tracey with Lola Forester, Presenter/Producer of “Blackchat” news
and current affairs program on Koori Radio 93.7fm19
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
Resourcing the Future:
IESHA GAGAI AND RYNELLE MAROU
We have been introduced to many talented Aboriginal and Rynelle says that this role with Woolworths has helped her to
Torres Strait Islander peoples through our Resourcing the support her family and provided opportunities for growth that
Future Employment Program delivered in partnership with she has never had before. “It has given me huge self confidence
Diversity Dimensions. Two examples of that talent are Iesha and makes me believe that I can achieve my goals”. Iesha echoes
Gagai, a community member from Cherbourg, Queensland and a similar sentiment to Rynelle and feels like Woolworths has
the Badu community in the Torres Strait and Rynelle Marou, enabled her to “break the cycle” and be a positive role model
from the Wangkumarra people of Queensland and the Torres to her children. They are both advocates for the program and
Strait Islands. working at Woolworths, due to the short and long term benefits
Iesha joined the Parkhurst store in 2019, which is her first ever
job and Rynelle joined the Woolworths store in Yeppoon in
that it has provided them in their personal and professional
lives. They are excelling within their respective positions, with
Rynelle taking the opportunity to step up into a relieving team
1
HIGHLIGHTS
PERFORMANCE
October 2019. Both team members started off in their own quiet
support role.
way, but quickly became familiar with our stores and customers
and started to contribute and make a real difference. They are
liked and respected by their team members and have a great
relationship with our customers.
2
PEOPLE
3
PLANET
4
PROSPERITY
Rynelle Marou, Woolworths Yeppon, Qld20
Caring for IMPACT
Commitment
7
the safety Status
Sustainable
PROGRESSED
and wellbeing
Development Goal
Safety
of our teams
and customers
Safety, health and sensors for our team to help improve
their manual handling, are just two of
undertaking (EU) with the Northern
Territory regulatory agency (WorkSafe)
wellbeing the innovations that are being currently and remain committed to improving the
piloted within our business. effectiveness of how we manage our
We care deeply about the physical more significant risks.
In addition to these predictable risks,
and psychological safety, health and we also face broader risks. One such We have seen a 19% reduction in
wellbeing of our customers, team example is the complex area of vehicle total recordable injury frequency rate
and business partners and we are logistics. Sadly, in 2016, a member of (TRIFR) in F20 (11.94) compared to
committed to creating environments the public lost his life in the Northern F19 (14.75). Manual handling remains
which uphold these commitments. Territory after being involved in a our key cause of injury, and throughout
vehicle incident at a Woolworths store F20 there was a focus of tailored safety
Physical safety and health loading dock. interventions. These included manual
With over 3,000 sites and a diverse handling training and risk awareness
We deeply regret this event and the
set of operations spanning retail, campaigns, improved access and
tragic loss of life, however we have
manufacturing, logistics and hospitality, availability to manual handling aids
made a commitment to learn from this
safeguarding the physical health and and materials handling equipment,
incident and have worked to further
safety of our team, customers and and proactive utilisation of our early
enhance the safety of our loading
partners is of paramount importance. intervention physiotherapy programs
docks. Specifically we have looked at:
to deal with symptoms before an injury
Our commitment is to implement the • Enhancing traffic controls, including occurs. As a result we have seen a
most effective solutions to enable us to traffic lights for trucks at store docks 24% reduction in manual handling
manage our physical health and safety injuries this year. We are exploring
risks. As part of this commitment, • Installing sensors to detect people
emerging technologies to help us
we are continually looking at ways to and reversing trucks
better assess and address manual
innovate and improve and have invested • Installing lighting, CCTV and handling risks including the use of
in new technology to align with current monitors to increase visibility biofeedback technologies that help map
examples of best practice. real time biomechanics and identify at
• Installing barriers, signage and line
For a business like Woolworths marking to separate people from risk movement.
Group, repetitive strain injuries for moving vehicles
team members, and a slippery floor • Improving the training for our team. Psychological safety
for customers, are amongst our and wellbeing
biggest incidents. In response to this, As part of the incident investigation,
Woolworths entered into a Workplace Safeguarding our team’s psychological
automated robots that can detect spills
Health and Safety enforceable safety and wellbeing is an equally
and tripping hazards, and wearable21
SUSTAINABILITY REPORT 2020
WOOLWORTHS GROUP
critical part of our overall commitment members with additional skills and an As with our commitment to innovate
to caring deeply for our people. Mental ability to support other team members and improve in terms of physical
health and suicide remains a major who may be struggling to cope. safety, we are also continuing to
challenge for Australia and New listen and learn and have found that
The concepts learnt through “I am
Zealand, and industry and government financial wellbeing is an ever increasing
here” not only improve the lives of team
bodies recognise the impact of the yardstick in determining people’s
members, but can also be used outside
COVID‑19 pandemic is likely to lead to wellbeing. In response to this, we have
of work with friends, family and the
increased rates of suicide and mental launched a series of targeted financial
broader community.
health within our communities. programs, supported by our partner,
In support of our commitment to Good Shepherd such as interest free
At Woolworths we believe that it is
mental health, we also introduced loans and targeted financial aid, so
okay to not feel okay, and it’s absolutely
Unmind, an app that can be as to support teams through difficult
okay to ask for help.
downloaded by any team member on life situations.
To support this belief, we launched our
“I am here” program, with over 27,000
team members completing the course.
their phone that empowers our team
to discover and care for their mental
wellbeing. Unmind provides practical
Our commitment to safeguarding our
people remains resolute and by living 1
our values of caring deeply, constantly
HIGHLIGHTS
PERFORMANCE
Using “I am here” at the centre we have tools based on positive psychology,
listening and learning and, importantly,
broken down our wellbeing offering into cognitive‑based therapy and
being willing to do the right thing, we
Physical, Mental, Social, Community neuroscience to support our team to
believe we are strongly positioned to
and Financial Wellbeing elements. help identify and manage mental health
continue to create both physically and
issues, and realise their full potential.
2
This year we also launched “I am here psychologically safe environments.
We currently have over 10,000 active
Ambassadors”. This provides team
users of this app.
PEOPLE
Responding to COVID‑19
Safety, health and wellbeing was at the
forefront of our response to COVID‑19
• Managing the number of customers in
our stores
unflinching commitment to the safety,
health and wellbeing of all of those who
3
PLANET
for both our customers and team came into contact with us whilst the
• Making gloves and masks available
members. As an essential service it was pandemic was playing out. As we settle
for all team members to wear,
critical that we could continue trading to into the “new normal” we continue to
ramping up support for locations
support our communities. focus on creating a COVIDSafe and
where mask use is mandatory, and
COVIDCare environment for our team
Our response was shaped by our values highly recommending mask use for
and customers.
4
of doing the right thing, listening and team members and customers in
learning and caring deeply. We worked some regions We would genuinely like to thank all of
closely with government bodies such as • Temperature checking options across you for your support in keeping us and
PROSPERITY
the Department of Health and shared all sites each other safe.
learnings with other retailers both in
Australia and across the world. It was • Providing wellbeing support programs,
amazing to see how quickly we came particularly related to mental and
together, learnt, adapted and implemented financial health.
measures in over 3,000 sites. During this period, we were guided
We significantly invested in new by our purpose and values in our
measures in place to help make our interactions with our customers. Our
stores a safer place to shop and work, team was empowered to continue to
many as a direct result of feedback put the needs of the customer first,
from store teams and customers. however they were equally empowered
These included: to safeguard themselves and their
teammates and do the right thing when it
• A significant increase in cleaning, came to dealing with isolated examples
especially “high touch” surfaces and of customer aggression.
hygiene ambassadors to wipe down
basket and trolley handles as you enter COVID‑19 amplified certain levels of
aggression, so to protect our team
• Sanitiser stations for customers at and customers, we employed extra
store entrances and exits security in our stores and also worked
• Reinforcing hygiene standards and with academics and industry experts
messages around hand washing and to develop responses to support our
staying away when you are unwell team members.
• Physical distancing across all sites Despite these isolated incidents,
– asking customers to keep 1.5m overall it was heartwarming to see how
between each other in store much respect and kindness was shown
• New Plexiglass screens across our to our team members and how the
staffed checkouts public responded so positively to ourYou can also read
