Reconciliation
Action Plan
January 2023 – December 2025

Acknowledgement of Country

Artwork description

INPEX is committed to recognising andrespecting Aboriginal and Torres Strait Islander
peoples whose cultures have existed in Australia
for more than 65,000 years.

The central circle symbol represents INPEX’s
resource operations, and the connecting lines
represent the energy that is provided fromthem. This artwork connects the land and sea
throughout Australia where INPEX works.

In particular, we acknowledge the Larrakia
people as the recognised Traditional Owners of
the land and waters where Ichthys LNG onshore
facilities are located, in addition to the Whadjuk
Nyoongar people on whose lands our Perthoffice is situated. Furthermore, Broome andDjarindjin are important logistical locations forthe transition of our offshore workforce, and wetherefore extend our acknowledgement to the
Yawuru, Bardi and Jawi peoples respectively.
INPEX acknowledges the important role
Aboriginal and Torres Strait Islander peoples
continue to play in the development of ourbusiness in Australia and pay our respects totheir Elders – past and present.
Fire, Earth and Sea
Water flows and winds its way to the sea. Thisis the sacred place of our ancestors.
Ceremony by firelight keeps us connected tothis land.
Over vast country the Creation Spirit forms themountains, rivers, escarpments and valleys. We
are Saltwater peoples connected to both landand sea.
Travelling through crystal blue waters the Spirit
burrows deep within the earth’s surface giving
energy and life to all.

The two serpents represent the Creation Spirits
who created the land formations andwaterways: blue for water, and red for earth
and fire.
The connected lines and circles represent the
many locations where INPEX works around theworld. These lines celebrate the diversity within
INPEX and represent our company showing
respect and support for Aboriginal and Torres
Strait Islander peoples within Australia andacknowledges their connection to land and sea.
The coloured backgrounds represent different
country from Perth, or Nyoongar Country, in thesouthwest of Western Australia, to the red earthof the Kimberley, across to Darwin and Larrakia
Country, all of which are connected to the
Saltwater.
The markings of the sea are derived from anancient Japanese motif, Seigaiha, whichtranslates to ‘blue ocean wave’. This blue wave
brings all locations and cultures together,through the connection INPEX provides.
Artwork by Riki Salam and Gilimbaa.

Contents
Our vision for reconciliation

5

President Director message

6

Reconciliation Australia message

7

About INPEX

8

Our reconciliation journey

12

Governance14

Key learnings, challenges
and achievements 2019-2022

15

Case studies

182023-2025 actions

25

Our vision for reconciliation
Our vision for reconciliation is an Australia where
Aboriginal and Torres Strait Islander peoples thrive
through equitable participation in social and economic
development.
We will actively elevate knowledge and appreciation ofAboriginal and Torres Strait Islander peoples’ richcultures across our workforce and through ourspheres of influence.

5

President Director message
It gives me pleasure to share our Stretch
Reconciliation Action Plan (RAP) 2023-2025.
We commenced our reconciliation journey at
INPEX Australia a decade ago and I take great
pride in reflecting on our achievements to date,
while recognising there is yet more we can do.
Pleasingly however, we have seen the growth of
INPEX’s contribution to reconciliation in thecommunities where we operate, and thepositive impact we maintain within our spheresof influence.
We are proud of the social and economic
benefits flowing from the INPEX-operated
Ichthys LNG energy development, and we are
deeply committed to the INPEX RAP program.
The successful delivery of our previous five
RAPs, and in particular the outcomes of ourStretch RAP 2019-2022, demonstrates thecultural change and maturity within ourorganisation.
Along with our INPEX RAP Steering Committee,
I remain driven by the opportunities ahead andexcited about continuing our reconciliation
journey through this Stretch RAP 2023-2025.
Our 2019-2022 Stretch RAP made positive
progress in attracting high-calibre Aboriginal
and Torres Strait Islander peoples to INPEX,
primarily through the successful implementationof our Solid Pathways Program (SPP). We now
have 49 Aboriginal and Torres Strait Islander
employees working with us at INPEX whichconstitutes 4.4 per cent of our overall workforce(1110), in addition to approximately 100
Aboriginal and Torres Strait Islander peoples
engaged through our contractors.
6

Reconciliation Australia message
We continue to improve our contracting andprocurement processes to increase Aboriginal
and Torres Strait Islander businessengagement. Since 2019, together with ourcontractors, we have engaged 23 Aboriginal andTorres Strait Islander businesses for work
scopes to the value A$ 13 million.
Since the historic signing of the Larrakia Ichthys
LNG Foundation Trust Agreement in 2018, morethan 500 Larrakia people from across Australia
have benefited from a broad range of programs.
A total of eight programs are in place topromote learning opportunities from childhood
through to adulthood and support Larrakia
elderly with access to social and culturalactivities and maintaining their gardens.
Across the coming three years, we will continue
to advance INPEX’s reconciliation efforts byfocusing on providing direct and indirect
employment and development opportunities toAboriginal and Torres Strait Islander peoples,enhancing business engagement practices andfurther building on our internal culturalcompetencies.
We look forward to continuing to work in
partnership with First Australians, Reconciliation
Australia and other RAP organisations, as
together we influence and advancereconciliation efforts across Australia.
Tetsu Murayama
President Director, Australia
INPEX

On behalf of Reconciliation Australia, I
congratulate INPEX on its formal commitment
to reconciliation, as it implements its third
Stretch Reconciliation Action Plan (RAP).
Formed around the pillars of relationships,
respect, and opportunities, the RAP programprovides a framework for organisations tocontribute to the reconciliation movement.
Through the creation of this Stretch RAP, INPEX
continues to contribute to the ever-growing
community of RAP organisations that havetaken goodwill and transformed it into action.
INPEX has made considerable strides on its
reconciliation journey so far, especiallyleveraging its reach and resources to support
Aboriginal and Torres Strait Islander selfdetermination. The landmark Savanna Fire
Management program – funded by INPEXoperated Ichthys LNG – has worked to provide
tangible benefits to remote communities
through sustainable employment, training andbusiness opportunities, aiding efforts to steward
land through cultural practices and in turnimproving environmental outcomes.
In 2022 INPEX started a program for theconservation management of dugongs, cetacea
and threatened marine matters of national
environmental significance in the Top End, using
Aboriginal Rangers to identify and design
programs to support their land and sea
priorities. These initiatives, among others, show
INPEX using its position to direct crucial agency
and control to Aboriginal and Torres Strait
Islander communities to manage and care for
their Country – an essential part of selfdetermination.

This Stretch RAP continues INPEX’s impressive
trajectory. New initiatives look to develop its
own internal capacities and capabilities foradvancing reconciliation. INPEX plans toincrease its Aboriginal and Torres Strait Islander
employment target to five per cent, putting inpractices and policies to retain 90 per cent of its
First Nations staff. It is also working to educate
and empower its current staff by creating an
online library to encourage self-learning about
First Nations cultures and knowledges. It is
continuing its focus on building agency andchoice for Aboriginal and Torres Strait Islander
communities, investing in capacity-building
initiatives for two First Nations businesses. This
Stretch RAP and these new projects show INPEX
looking for innovative and considered ways thatit can further embed and expand reconciliation
into its work.
On behalf of Reconciliation Australia, I
commend INPEX on this Stretch RAP and lookforward to following its ongoing reconciliation
journey.

Karen Mundine
Chief Executive Officer
Reconciliation Australia

7

TIMOR-LESTE

Darwin LNG• Santos-operated (INPEXinterest 11.378 per cent)

About INPEX
INPEX CORPORATION is Japan’s
flagship energy company,
headquartered in Tokyo. Listed on theTokyo Stock Exchange, our company
is involved in energy projects acrossmultiple continents, including Ichthys
LNG in Australia as Operator.
As a socially responsible energy
company, INPEX is focused on
developing, producing and delivering
energy in a sustainable way – and ourbusiness activities are guided by ourcommitment to comprehensive
environmental, social and governanceframeworks.
We are deeply committed tosustainably meeting the world’s
growing demand for affordable, secureand clean energy.
We plan to invest in five net-zerobusinesses globally by 2030 towards
the realisation of a net-zero carbon
society by 2050.
By making our energy businesscleaner, we aim to provide a stablesupply of diverse and clean energy
sources, with a focus on hydrogen/ammonia, carbon capture andstorage, renewable energy, carbon
recycling and forest conservation.

INPEX in Australia
Our company has been an active
member of the Australian business
community since 1986.
Through the INPEX-operated Ichthys
LNG energy development, we areproudly contributing to positive
outcomes in Australia – via jobs,
training and social and economic
benefits.
Our corporate offices in Perth andDarwin support our field-based
production teams off the Kimberley
Coast of Western Australia andonshore near Darwin, Northern
Territory. Our Australian workforce
totals 1110 across the three sites andAboriginal and Torres Strait Islander
peoples account for 4.4 per cent, or 49
people, of our overall workforce.
Ichthys LNG has enabled us to build astrong foundation here in Australia – abusiness of highly skilled and capable
people from which to expand into our
future energy capabilities.
The recently formed INPEX New Energy
Business Australia (NEBA) has been
established to pursue low-carbon energy
opportunities in Australia and support
INPEX’s commitment to a net-zerocarbon future.

INPEX activities
in Australia

TIMOR SEA

• In production since 2006
• Annual LNG capacity of up to
3.7 mtpa. Average of one
cargo per week

DarwinPrelude FLNG
• Shell-operated (INPEXinterest 17.5 per cent)• In production since 2018
• 3.6 mtpa of LNG, 1.3 mtpa
of condensate and 0.4 mtpa
of LPG capacity

BroomeINDIAN OCEANNORTHERNTERRITORY

Ichthys LNG• INPEX-operated (66.245 per cent)• In production since 2018
• 9.3 million tonnes per annum(mtpa) of LNG by 2024, 1.65
mtpa of LPG and more than
100,000 barrels of condensate
per day at peak

WESTERN AUSTRALIA

Exmouth

Van Gogh• Santos-operated (INPEXinterest 47.499 per cent)• In production since 2010

Ravensworth• BHP-operated (INPEXinterest 28.5 per cent)• In production since 2010

More information about INPEX’s Australian projects isavailable at: http://www.inpex.com.au/projects

In addition to Ichthys LNG, ourAustralian energy portfolio includes
participating interests in Prelude FLNG,
Darwin LNG, Van Gogh andRavensworth.
9Our values
Our INPEX values form the foundation of our diverse culture, guiding ouractions and our relationships with one another, our customers and thecommunities in which we work.
Our values represent our shared understanding of the behaviours we strive todemonstrate in the way we work.

SafetyAnzen Dai Ichi – Safety Number One – is the way we think, act and promote
safety at INPEX that forms the core of a strong HSE culture.
Integrity
We are ethical, honest and trustworthy in our business relationships andprofessional and respectful in our conduct at all times.
Diversity
We proactively embrace our individual differences which are central to who weare at INPEX and what makes a unique and welcoming workplace environment.
Ingenuity
We embrace initiative and innovative problem-solving at every level of INPEX
and celebrate our successes.
Collaboration
We rely on unity and team spirit to build strong, professional working
relationships within INPEX and in the diverse communities in which we operate.

Our values guide our actions and our relationships – and our people help support society’s growing need for secure, affordable and clean energy.

11Our reconciliation journey
INPEX’s earliest engagement with Aboriginal and Torres Strait
Islander peoples commenced in 2005 through discussions
with Kimberley-based Traditional Owner groups while
exploring a suitable site for the Ichthys LNG development.

2005

Building on the delivery of theinaugural RAP, we launched our
second RAP (first Innovate) in 2014.
As the Ichthys LNG Project reachedits 50 per cent construction
completion milestone mid-year, the
RAP focused on sharing the benefitsof the Project with Aboriginal andTorres Strait Islander peoples.
Employment, training and businessengagement strategies weredeveloped and implemented tomaximise the opportunities.

Through our third RAP (second
Innovate) delivered in 2015, welaunched significant community
partnerships, progressed our efforts
to become a successful employer ofAboriginal and Torres Strait Islander
peoples and provided ongoing
business and employment
opportunities as the Ichthys LNG
Project moved towards peak
construction.

During this period, we implemented our first Aboriginal culturalawareness training programs in Perth and Darwin to create
internal awareness of Aboriginal and Torres Strait Islander
cultures. The construction of Ichthys LNG onshore processing
facilities provided employment and training opportunities toAboriginal and Torres Strait Islander peoples. Cultural heritage
management was a high priority for INPEX during theconstruction activities in Darwin and we engaged Larrakia
cultural knowledge holders in heritage surveys during thisperiod. Main meeting rooms in our Perth office were named in
Nyoongar language and this was later mirrored at our onshore
operations buildings in Darwin with Larrakia names.
12Over the three years, we broadened our Steering Committee to include representatives from Contracts and Procurement and Health, Safety
and Environment (HSE) areas of the business to fully realise opportunities for Aboriginal and Torres Strait Islander employment andbusiness procurement; and to capture positive environment-related initiatives under the RAP.
During 2020 and 2021, INPEX undertook a RAP Engagement Survey with its workforce, seeking feedback in the key areasof awareness of RAP, Aboriginal and Torres Strait Islander events and cultural training. The survey results provided
valuable information about how our employees were engaged, whether they found value in those activities and their
desire to learn more. The feedback has been considered in the development of our Stretch RAP 2023-2025.
INPEX also regularly engages with key government, industry and community stakeholders including Aboriginal andTorres Strait Islander stakeholders and continues to seek feedback on our RAP and progress against thecommitments.

2013
In 2013, we implemented our inaugural Reflect
RAP with the support of external Aboriginal andTorres Strait Islander advisors representing theNorthern Territory, Kimberley and Nyoongar
communities. The cornerstone of our RAP was to ensure
INPEX provides a multi-generational contribution to Aboriginal
and Torres Strait Islander peoples in these areas of ouroperations, in particular through INPEX-operated Ichthys LNG.

Our second Stretch RAP (2019-2022) helped us to further advance our commitment in increasing meaningful engagement and provide
social and economic opportunities for Aboriginal and Torres Strait Islander communities through our business. We made considerable
progress in increasing direct employment opportunities.

2014

2015
2016

In 2016, INPEX developed its first multi-year Stretch RAP (2016-2018),
setting greater goals to make further progress towards reconciliation. INPEX
continued to support organisations in delivering educational anddevelopment programs to support the next generation of Aboriginal andTorres Strait Islander peoples. RAP progress and achievements were broadly
and regularly communicated to INPEX personnel, contractors and Aboriginal
and Torres Strait Islander communities through various publications andcommunication channels.
Throughout the construction of Ichthys LNG, more than 1,470 Aboriginal
and Torres Strait Islander peoples were engaged. More than 60 majorityowned and controlled Aboriginal and Torres Strait Islander businesses werealso engaged to deliver scopes of work to the value of over A$ 170 million.

Throughout 2022, various internal workshops and meetings were conducted with representatives across thebusiness to develop our new RAP actions and deliverables. This included Human Resources, Contracts andProcurement, Industrial Relations, Operations (onshore and offshore), Corporate Social Responsibility and
HSE. We also worked with an Aboriginal owned and operated business to design the RAP document. The RAP
Working Group and the RAP Steering Committee were supportive throughout the RAP development andprovided valuable input in developing stretch targets.

2019

2023
With our third Stretch and sixth
RAP overall, we are excited tocontinue our reconciliation journey.

13

Governance
INPEX’s RAP is governed by our RAP Steering Committee
composed of INPEX Australia’s leaders from across the business.
The Steering Committee provides strategic directions on RAP-related
matters and endorses the RAP actions and deliverables. Members
hold one another and the RAP Working Group accountable for the
successful implementation of the deliverables.
The RAP Working Group is made up of employees from business
units with responsibilities for actions and deliverables and have a
responsibility to provide updates of RAP progress to the RAP
Steering Committee. All Aboriginal and Torres Strait Islander
employees are encouraged to participate in the RAP Working Group.
Five of the current 15 RAP Working Group members are Aboriginal
and Torres Strait Islander employees.

Key learnings, challenges and achievements 2019-2022
The RAP Steering Committee and the RAP Working Group meet fourtimes a year. Working Group meetings are scheduled two weeks
prior to Steering Committee meetings to consolidate reports to theSteering Committee, receive feedback and to coordinate anyscheduled events.
RAP Steering Committee members:• President Director Australia• Senior Vice President Corporate• Executive Vice President Operations• Vice President Corporate – RAP champion• Vice President Operations – RAP champion• Vice President People & Collaboration• Vice President HSEQ, Risk & Assurance• Vice President Supply Chain• Vice President New Energy Business• Deputy Vice President Operations• General Manager Corporate Affairs – Chair• Specialist Aboriginal Affairs Consultant
RAP Working Group members:• Manager Corporate Social Responsibility – Chair• Aboriginal Affairs Advisors• Senior Human Resources (HR) Advisor – Diversity and Inclusion• HR Business Partner – Aboriginal and Torres Strait Islander• Principal Corporate Affairs Advisor – Northern Territory• Corporate Coordination Officers• Communications Advisor• Lead Commercial Services• Category Principal – Contract and Temporary Labour• Environmental Support Team Lead
• Onshore Implementation Manager• Supply Chain Sustainability Principal• Senior Industrial Relations Advisor• Finance Business Partner• Operations Support Manager

RAP Working Group members during a cultural immersion tour on
Whadjuk Nyoongar Country

INPEX’s achievements and challenges over the course of the last
Stretch RAP 2019-2022 will continue to inform our reconciliation
efforts into the future.
Key learnings:
Between 2019-2022, an increased focus was placed on ourleadership teams to play more active roles in promoting Aboriginal
and Torres Strait Islander initiatives within and outside the workplace.
RAP Steering Committee and Working Group memberships were
updated to better reflect representatives from the relevant business
units responsible in implementing RAP deliverables. This helped the
RAP Steering Committee and the Working Group have better visibility
over the progress of RAP deliverables and resulted in greater
engagement and broader understanding of the RAP actions anddeliverables across the business. The Steering Committee also
agreed to increase meeting frequency from bi-annually to quarterly
to reflect the importance of closely monitoring the RAP progress. The
RAP Steering Committee and the Working Group were actively
involved in the development of our Stretch RAP 2023-2025
identifying and developing key actions and deliverables from theirareas of responsibilities. This has contributed to creating greater
ownerships within their teams.
The COVID-19 pandemic heavily impacted our activities from2020-2022 and required INPEX to reconsider the manner in which
key programs were implemented. For instance, our Aboriginal culturalawareness training was delivered through a condensed online version
in Perth during the impacted period. With COVID-19 restrictions
being lifted over time, the face-to-face delivery of Aboriginal culturalawareness training was reintroduced in Darwin and Perth in 2022.
INPEX also continued to explore alternative delivery mediums, suchas short videos, interviews and other online content to provide thecultural learning opportunities across our workforce. Feedback
provided through our RAP Engagement Survey in 2021 indicated ourworkforce was interested in experiencing further cultural awarenessactivities. This resulted in INPEX trialling a Perth-based cultural
immersion in late 2021. This included new deliverables to conduct a
review of our workforce cultural learning needs, with findings to
consider further cultural learning under the RAP 2023-2025.

The COVID-19 pandemic also had significant impacts on the RAP
target of increasing our direct Aboriginal employment and theimplementation of our Solid Pathways Program (SPP). The
pandemic and the associated low oil price have slowed down
general recruitment activities which resulted in us not meeting ourtarget to retain 10 SPP roles in 2020 and was starting to impact on
our employment target of 36 by the end of the Stretch RAP
2019-2022. In early 2021, the RAP Steering Committee agreed to
expedite these efforts by increasing the yearly SPP commitment to
15 roles which supported INPEX in increasing its Aboriginal andTorres Strait Islander employees to 49 by end of 2022. Following
this significant increase in direct Aboriginal and Torres Strait
Islander employees, under the next phase of the RAP INPEX will
focus on retaining and developing these employees.

2022 Darwin NAIDOC Male Elder of the Year, Uncle Halpin Hart
with INPEX General Manager Onshore, Dave DannKey achievements:• Enhancing INPEX’s profile as an employer of choice for Aboriginal
and Torres Strait Islander peoples, with increased Aboriginal andTorres Strait Islander direct employees to 49, exceeding our RAP
commitment of 36.
• Strengthening our SPP with 17 participants currently undertaking
the program. Six participants have successfully transitioned into
ongoing employment with INPEX after successfully completing
the SPP.
• Providing employment opportunities for Aboriginal and Torres
Strait Islander peoples in the areas we operate. This includes 12
Larrakia people employed by INPEX or our contractors at theIchthys LNG onshore processing facilities in Darwin and anincrease in the number of Aboriginal and Torres Strait Islander
individuals, including Kimberley locals, employed at our two
Ichthys LNG offshore processing facilities.

• Delivered RAP engagement surveys across our workforce in 2021
and 2022. The survey feedback showed a high level of support
and awareness of the INPEX RAP among our employees. Many
also reported they were unaware of our RAP progress, and thishas resulted in improvements communicating our internal RAP
quarterly activities. The delivery of cultural awareness training
was seen as valuable and many were keen for additional courses
and immersion activities. Our 2023-2025 RAP will include a
review of our workforce cultural learning needs and considerationof further cultural learning opportunities.

• Engaging an average of approximately 100 Aboriginal and Torres
Strait Islander peoples through our contractors, exceeding thetarget of an average 60 each year. This is achieved throughworking closely with contractors providing opportunities for
Aboriginal and Torres Strait Islander peoples in alignment with
our own reconciliation journey. Some individuals who gained
experience working on our facilities through our contractors aretransitioning to ongoing direct roles with INPEX.
• Continual improvement of our contracting and procurement
practices enabling INPEX and our contractors to engage 23
Aboriginal and Torres Strait Islander-owned and operated
businesses for work scopes to the value of over A$ 13 million,
exceeding our deliverable of 12 businesses with a total spend of
A$ 1 million over the RAP period of 2019-2022.

Solid Pathways Participants at the Ichthys LNG onshore
processing facilities• Increased employee engagement through National Reconciliation
Week and NAIDOC activities across all locations including ouroffshore facilities. A greater focus on collaboration and support
has helped engage our workforce on the two Ichthys LNG
offshore facilities which participated in these events for the firsttime in 2021. Activities included information sharing at pre-start
meetings and Aboriginal-themed meals and this has helped
create a more inclusive environment in providing a sense of
belonging and pride for the Aboriginal and Torres Strait Islander
employees who took part in the celebrations.
Walk for Reconciliation 2022 through Kings Park on Whadjuk Nyoongar Country. Photo taken in front of 'Gĳa Jumula' the giant boab tree
gifted from the Kimberley Region of Western Australia.

National Reconciliation Week 2022 activities on Ichthys
LNG offshore facilities

Case Study 1: Solid Pathways Program success

Case Study 2: Protecting marine species with Aboriginal Rangers

Larrakia man, Riley Alley has enjoyed a long association with Ichthys
LNG commencing a school-based electrical pre-apprenticeshipthrough a partnership between Group Training Northern Territory(GTNT) and Ichthys LNG construction contractor JKC in 2014. At theconclusion of his pre-apprenticeship and secondary studies at
Casuarina Senior College, Riley was granted a full apprenticeshipwith Kentz, the electrical and instrumentation contractor during
construction of the Ichthys LNG onshore processing facilities in
Darwin.

As a part of the environmental offset commitment
for Ichthys LNG, the A$ 24 million program for theconservation management of dugongs, cetaceans
and threatened marine matters of national
environmental significance (MNES) in the Top End
commenced in 2022.

“Riley was rostered for his first shift in early March 2022, allowing
him a further 22 months to develop his newly obtained skills throughon-the-job experience under the SPP.
“I’m optimistic, as Riley’s success showcases a pathway for local
Larrakia electricians to potentially become Instrument ElectricalTechnicians at INPEX,” Todd said.

This program is managed by the Northern Territory
Government (NTG) and will be delivered over 22
years with the following two objectives:

Four years after his electrical apprenticeship journey began, Riley
earned the title of qualified tradesperson, completing allcompetencies of Certificate III in Electrotechnology Electrician.

• implementing management actions that enhance
the conservation of dugongs, cetaceans andthreatened MNES and their habitat• enhancing and maintaining the capacity of
Aboriginal Ranger groups to deliver thesemanagement actions.

Fast forward to February 2022 and Riley re-established his
association with Ichthys LNG, this time through INPEX’s Solid
Pathways Program (SPP).
During Riley’s SPP interview he impressed the panel bydemonstrating his technical ability and displaying key behaviours
valued at INPEX. Riley was encouraged to complete a Certificate III
in Instrumentation and undertake other supporting competencies tobe able to work as an Instrument Electrical Technician.

INPEX and the Northern Territory Department ofEnvironment, Parks and Water Security worked
collaboratively for more than 12 months andidentified the successful NTG Aboriginal Ranger
Grants Program (ARGP) as the best framework todeliver this latest offset program. The ARGP is
outcomes focused and allows Aboriginal Rangers to
identify and design programs to suit their Land and
Sea Country priorities.

“I am enjoying my role on the Ichthys LNG plant, as well as working
with my team and hope to be successful to get a full-time position
with INPEX in the future.
“I recommend Aboriginal and Torres Strait Islander peoples should
apply for future Solid Pathway Program roles that suit theirbackgrounds,” Riley said.

Commonwealth government conditions state which
species are eligible for funding under the program.
This includes a subset of species such as dugong,
cetaceans (dolphins and whales), threatened marine
MNES including marine turtles, green and freshwater
sawfish etc and associated habitat.

Todd Prest, INPEX Onshore Planning Team Lead, said Riley’sachievements show what’s possible with personal determination anda supportive working environment.
“Through his dedication and proactive approach to training, Riley
successfully attained his Certificate III in only two months, which isa great achievement.
18

Solid Pathways Participant, Riley Alley, at the Ichthys LNG onshore
processing facilities

Larrakia Ranger Manager Ben Smith said the funding
and the grants program was a game changer for the
Larrakia Rangers, who cover Sea and Land Country

from Darwin, Darwin Harbour around to Cox
Peninsula, Adelaide River, Finniss River and down toManton Dam in the Northern Territory.
Ben said receiving the grant money has meant theLarrakia Rangers have been able to bring their local
knowledge and take more of a lead for some of theconservation management projects they work on.
“For the first time we can lead projects that Larrakia
want to do, rather than working with externalorganisations using their methodology, we can use
our local knowledge, ideas and methods todetermine how and when data should be collected,”
Ben said.
To date, eight grants have been awarded to support
eight ranger groups (Larrakia, Kenbi, Tiwi, Mardbalk,Li-Anthawirriyrra, Yirralka, Gunmurr Marthakal andGarngi Rangers) in the Top End. Four of these were
for conservation projects, with the remaining grants
for capital items (e.g. equipment) for conservation
activities.
This includes a successful three-year grantapplication for the Larrakia Rangers Darwin Harbour
Biodiversity Project. This project has already seen
the commencement of monthly shore bird surveys at
Shoal Bay and Lee Point, as well as daily patrols fornesting flatback turtles at Casuarina Beach – with
one hatchling event already reported.
In eastern Arnhem Land, a new barge mooring
system, all-terrain vehicles and trailers have beenordered so Gunmurr Marthakal Rangers can accessremote areas of their Homelands and safely collectmarine debris, which can impact marine fauna suchas turtles.

Larrakia Aboriginal Rangers
surveying the coastline aroundDarwin Harbour

Case Study 3: Savanna Fire Management
Aboriginal and Torres Strait Islander peoples have a long traditionof burning tropical savanna to reduce bushfire risks. The practiceof strategically burning in the early dry season, when fires arecooler and more localised, is now also reducing carbon emissions.
A landmark A$ 34 million Savanna Fire Management (SFM)
program funded by INPEX-operated Ichthys LNG commenced in2017 and is being managed by the Indigenous Land and Sea
Corporation in the Northern Territory. As well as providing tangible
carbon offsets by controlling wildfires, a significant range of otheremerging program benefits includes:• delivering sustainable employment, training and business
opportunities for Aboriginal and Torres Strait Islander peoples
in the Northern Territory by creating sustainable, viable carbon
enterprises in remote communities

In its sixth year of operation, there are five projects registeredwith the Clean Energy Regulator and another two projects thatare soon to become operational across the Northern Territory.
Despite the ongoing COVID-19 pandemic, the program continued
to make progress with another project becoming operational
during 2021, with total of 4.2 million hectares of land now fundedby the SFM.
The SFM program continues to make a significant contribution to
the collective and shared understanding of savanna fire
management and the capacity of Aboriginal organisations toundertake savanna fire burning in a way that connects the activity
to the carbon abatement market.

• empowering remote communities to manage their own Country
through best-practice environmental stewardship to control
wildfires, improve local habitats, reduce erosion and encourage
local biodiversity• building capacity among local rangers by providing cultural
recognition alongside formal training and work experience
opportunities in fire management and land care
• supporting improved land management while ensuring an
ongoing connection to Country and traditional cultural practice
is maintained.
The program is expected to deliver benefits for up to 18 years,
given the security of the long-term funding and best practice
governance model which has been adopted.

20

Savanna Fire Management program partners analysing fire history over project areas

Case Study 4: Larrakia Ichthys LNG Foundation Trust
Established in 2018, the Larrakia Ichthys LNG Foundation Trust(LIFT) was the first such initiative in Australia signed outside of
Native Title legislation between Traditional Owners and an operatingproduction company. This landmark agreement between the Ichthys
Joint Venture and the Larrakia people in Darwin, has resulted in an
A$ 24 million commitment to benefit the Larrakia community over
the operational life of Ichthys LNG.

Jorja Costello used LIFT scholarship funds to assist her through three
years of her Bachelor of Laws degree.

The INPEX Larrakia Advisory Committee (Committee) assesses
submissions for programs to be funded through the LIFT. Along withindependent Larrakia community members, the Committee includes
representation from the Larrakia Development Corporation, Larrakia
Nation Aboriginal Corporation and INPEX.

The Aged Care Services bus has proved to be very popular withelderly Larrakia. Larrakia Nation Aboriginal Corporation administer
the bus services which has enhanced their Aged Care programs.

“Being a full-time law student and working part-time, thescholarship has been a big help with the cost of living,” Jorja said.
“This has been a great opportunity and I encourage those eligible toapply.”The bus is put to good use transporting the elderly to a range ofactivities, including visits to museums, art galleries and day trips toAdelaide River and Batchelor. Other activities include sports such as

The Committee’s vision for the LIFT is “to educate and empower the
next generation of Larrakia whilst supporting those most in need”.
Key priorities for meeting this vision is to support education andaged care, with education being one of the first targets for funding
through the LIFT.

netball and barefoot bowls; beach and lawn picnics; visits tocolleges, primary schools and childcare centres for interactions androle modelling for the younger generation and arts and crafts.
The bus is also used to take Larrakia elderly to collect traditional
foods such as longbums and cockles. Additionally, the bus is usedon different days by women only for women’s business and men
only for men’s business.
Another benefit of the bus is the employment of a Larrakia person
to drive the bus. Since arriving in late 2020, the bus has been used
extensively with up to 468 trips each quarter.
For information about LIFT-funded programs refer to: https://www.inpex.com.au/sustainability/aboriginal-affairs/larrakia-ichthyslng-foundation-trust-lift/

There are currently four programs in place to promote learning
opportunities from childhood through to adulthood. Administered by
the Larrakia Development Corporation, the Tertiary Scholarship
Program has been growing in popularity since its inception, offeringscholarships to Larrakia students completing a Bachelor degree (orhigher), a Diploma or a Certificate course.
To date, 37 scholarships have been awarded, including one towards
a Master’s degree and two towards PhDs.
Josh Cubillo is the first PhD student to receive a scholarship throughthe LIFT. The scholarship allowed Josh to purchase equipment toprovide him with the flexibility to work from home in Darwin during
lockdown periods.
With a young family of three children, Josh is looking to the future of
education and hopes to change the system to diversify the way inwhich education is delivered so that it is inclusive of many
knowledge systems.
“I am very grateful for this opportunity and the opportunity the LIFT
is giving for more and more Larrakia to achieve goals in education,”
Josh said.
22

LIFT scholarship fund recipient, Jorja Costello, with her Bachelorof Laws degree

The Aged Care Services bus is used by elderly Larrakia for transport to a range of services

Relationships
As a culturally diverse organisation operating in Australia, INPEX understands relationships are central to reconciliation. We arecommitted to forming and maintaining trusting, mutually beneficial relationships with Aboriginal and Torres Strait Islander
communities on whose land and waters we operate. We will encourage and support our workforce to develop the knowledge andunderstanding necessary to facilitate the continuation of positive relationships and use our influence to make positive change tosupport aspirations of Aboriginal and Torres Strait Islander communities.
Focus area: Collaboration: We rely on unity and team spirit to build strong professional working relationships within INPEX, as wellas within the diverse communities in which we operate.

Relationships
Action1. Establish and strengthen
mutually beneficial
relationships with
Aboriginal and Torres Strait
Islander stakeholders andorganisations

Flag raising ceremony as part of NAIDOC Week 2022 celebrations on Larrakia Country

Deliverable

Timeline

Responsibility•

Engage with local Aboriginal and Torres Strait Islander
stakeholders and organisations where we operate tocontinuously improve guiding principles for engagement

December 2023,
2024, 2025

Manager Corporate
Social Responsibility•

Regularly engage with Aboriginal and Torres Strait Islander
stakeholders in the Northern Territory and the Kimberley toshare information about business activities andopportunities

April, October
2023, 2024, 2025•

Engage with the INPEX Larrakia Advisory Committee to seek
guidance on opportunities for Larrakia people

March, June,
September,
December 2023,
2024, 2025•

Review, update and implement the Aboriginal and Torres
Strait Islander Stakeholder Engagement Plan to work with
Aboriginal and Torres Strait Islander stakeholders in theareas of our operations

February 2023,
2024, 2025•

Undertake a community perception survey each year toseek feedback from communities including key Aboriginal
and Torres Strait Islander stakeholders on INPEX activities
and effectiveness of engagement

December 2023,
2024, 2025•

Continue to maintain a minimum of four formal two-way
partnerships with Aboriginal and Torres Strait Islander
communities or organisations in areas of our operations

December 2023,
2024, 2025

25

Relationships
Action2. Build relationships throughcelebrating National
Reconciliation Week (NRW)

3. Promote reconciliation
through our sphere of
influence

Deliverable

Timeline

Responsibility•

Circulate Reconciliation Australia’s NRW resources andreconciliation materials to all staff

27 May-3 June
2023, 2024, 2025

Manager Corporate
Social Responsibility•

RAP Working Group members to participate in a minimum of
two external NRW events

Vice President People
and Collaboration•

Encourage and support staff and senior leaders toparticipate in two external events to recognise andcelebrate NRWVice President People
and Collaboration•

Organise three internal NRW events, including at least one
organisation-wide NRW event, each year

Manager Corporate
Social Responsibility•

Register all our NRW events on Reconciliation Australia’s
NRW website•

Engage two Aboriginal and Torres Strait Islander-owned
businesses in arranging internal NRW events each year via
procurement of goods or services

General Manager
Corporate Affairs

March 2023•

Provide regular updates on RAP deliverables at key
management meetings

June, December
2023, 2024, 2025

General Manager
Corporate Affairs•

Undertake annual RAP engagement survey with all
personnel and seek feedback for continuous improvement

September 2023,
2024, 2025

Manager Corporate
Social Responsibility

Provide one educational session each quarter for all
personnel to increase awareness and understanding ofreconciliation including the Uluru Statement from the Heart

31 March, 30 June,
30 September, 31
December 2023,
2024, 2025

General Manager
Corporate Affairs•

Publicly communicate our commitment to reconciliation

December 2023,
2024, 2025

General Manager
Corporate Affairs•

Attend at least two quarterly RAP Leadership Gatherings ayear

April and October
2023, 2024, 2025

Manager Corporate
Social Responsibility•

Implement strategies to positively influence our external
stakeholders to drive reconciliation outcomes

August 2023,
2024, 2025

General Manager
Corporate Affairs•

26

General Manager
Corporate Affairs

Formally launch our RAP inviting our personnel and external
stakeholders in Perth and Darwin. Distribute a copy of the
RAP to all personnel and external stakeholders•

Relationships
Action4. Promote positive race
relations through antidiscrimination strategies

Deliverable

Timeline

Responsibility•

Facilitate two workshops a year with a minimum of four
contractors in each workshop to share success stories,
challenges and opportunities for reconciliation

May andNovember 2023,
2024, 2025

Vice President People
and Collaboration
and General Manager
Corporate Affairs•

Provide opportunities for our community partners to share
their reconciliation stories with our personnel and throughour network via short videos, interviews and articles twotimes a year

March and August
2023, 2024, 2025

Manager Corporate
Social Responsibility•

Collaborate with four RAP and other like-mindedorganisations to implement ways to advance reconciliation

July and December
2023, 2024, 2025

Manager Corporate
Social Responsibility•

Include no less than 12 RAP-related stories in Gasworks(e-newsletter/intranet hub) and on company Yammer
platform (internal social media channel) each year

December 2023,
2024, 2025

Manager Corporate
Social Responsibility•

Produce Deadly Yarns publication twice a year, sharing
positive Aboriginal and Torres Strait Islander engagement
stories

April and October
2023, 2024, 2025

Manager Corporate
Social Responsibility•

Continuously improve HR policies and procedures to foster
diversity and inclusion

February 2023,
2024, 2025

Vice President People
and Collaboration•

Engage with Aboriginal and Torres Strait Islander staff andAboriginal and Torres Strait Islander advisors tocontinuously improve our anti-discrimination policy

April 2023, 2024,
2025•

Implement and communicate INPEX’s Equal Opportunity,
Bullying, Discrimination and Harassment Policy andStandard across our organisation

March 2023•

Provide ongoing educational opportunities for INPEX’s seniorleaders and managers on the effects of racism

June 2023, 2024,
2025•

Senior leaders to publicly support anti-discrimination
campaigns, initiatives or stances against racism

March 2023, 2024,
2025

27

Respect
Respecting and acknowledging the diversity of Aboriginal and Torres Strait Islander cultures, histories and customs is critical tomeaningful and lasting relationships with internal and external stakeholders. We strive to create an inclusive workplace environment
where people respectfully accept and embrace our cultural diversity. We will continue to improve the cultural capability of ourworkforce to deepen their understanding and appreciation of Aboriginal and Torres Strait Islander peoples, through cultural educationand immersion and by celebrating significant events.
Focus area: Diversity: We proactively embrace our individual differences which are central to who we are at INPEX and what makes
a unique and welcoming workplace environment.
Respect
Action5. Increase understanding,value and recognition ofAboriginal and Torres Strait
Islander cultures, histories,
knowledge and rights
through cultural learning

6. Increase opportunities forstaff to build their cultural
capability through selfguided learning

Nyoongar man Gerry Matera, Managing Director WA Indigenous Defence Services speaks at a NAIDOC Week 2022 event
on Whadjuk Nyoongar Country

Deliverable

Timeline

Responsibility•

Conduct a review of workforce cultural learning needs

December 2023•

Use findings of the review to consider and implement
further cultural learning in addition to the existing Aboriginal
Cultural Awareness training

December 2024,
2025

Vice President People
and Collaboration
and General
Manager Corporate
Affairs•

Consult local Traditional Owners and Aboriginal and Torres
Strait Islander advisors on the implementation of a culturallearning strategy

December 2024•

Implement and communicate a cultural learning strategy forour staff

March 2023, 2024,
2025•

Commit all RAP Working Group members, HR managers,
senior executive group and all new staff to undertake formal
and structured cultural learning

December 2023,
2024, 2025•

All RAP Steering Committee and RAP Working Group
members to undertake cultural immersion activities

December 2024•

All maximum-term employees to undertake formal andstructured face-to-face or online Aboriginal cultural learning.
Ninety per cent of staff to complete cultural awarenesstraining within 12 months of starting employment

December 2023,
2024, 2025

Vice President People
and Collaboration•

Develop an online library for personnel to self-learn about
Aboriginal and Torres Strait Islander cultures and knowledge
e.g. short videos, interviews with Aboriginal and Torres
Strait Islander peoples and digital resources

December 2024,
2025

General Manager
Corporate Affairs

29Respect
Action7. Demonstrate respect toAboriginal and Torres Strait
Islander peoples byobserving cultural
protocols

8. Engage with Aboriginal andTorres Strait Islander
cultures and histories bycelebrating NAIDOC Week

30

Deliverable

Timeline

Responsibility•

Implement the online library and promote to personnel

December 2024,
2025Manager Corporate
Social Responsibility•

Increase workforce understanding of the purpose andsignificance behind cultural protocols, including
Acknowledgement of Country and Welcome to Country
through sharing of short videos, interviews with Aboriginal
and Torres Strait Islander peoples

December 2023,
2024, 2025

General Manager
Corporate Affairs•

Implement and communicate a cultural protocol document(tailored for all local communities in which we operate),
including protocols for Welcome to Country andAcknowledgement of Country

February 2023•

Invite a local Traditional Owner or Custodian to provide a
Welcome to Country or other appropriate cultural protocol
at six significant events each year

April, May, July,
November 2023,
2024, 2025•

Include an Acknowledgement of Country or otherappropriate protocols at the commencement of important
meetings

April, August,December 2023,
2024, 2025•

Staff and senior leaders provide an Acknowledgement ofCountry or other appropriate protocols at all public events

May, September
2023, 2024, 2025•

Display three Acknowledgment of Country plaques in our
office/s or on our buildings

January 2023•

RAP Working Group to participate in two external NAIDOC
Week eventsFirst week in July
2023, 2024, 2025

Manager Corporate
Social Responsibility•

Review HR policies and procedures to remove barriers tostaff participating in NAIDOC Week, where practical

June 2023, 2024,
2025

Vice President People
and Collaboration•

Hold a minimum of three internal NAIDOC Week eventsFirst week in July
2023, 2024, 2025

Manager Corporate
Social Responsibility•

Continue to support all staff to participate in two NAIDOC
Week events in our local area, where practicalFirst week in July
2023, 2024, 2025

Manager Corporate
Social Responsibility•

In consultation with Aboriginal and Torres Strait Islander
stakeholders, support three external NAIDOC Week events
each year•

Circulate NAIDOC promotional materials and resources to all staff

Young Indigenous Women's STEM camp on Larrakia Country

Opportunities
Through its business activities, INPEX is creating and supporting sustainable, multi-generational economic and social outcomes for
Aboriginal and Torres Strait Islander peoples, businesses and communities. We will achieve this through creating targeted
employment and business participation opportunities within our business and with our contractors. We will continue to support
aspirations of Aboriginal and Torres Strait Islander peoples through education of next generation and development initiatives.
Focus area: Integrity: We are ethical, honest and trustworthy in our business relationships and professional and respectful in our
conduct at all times.
Diversity: We proactively embrace our individual differences which are central to who we are at INPEX and what makes a uniqueand welcoming workplace environment.
Collaboration: We rely on unity and team spirit to build strong professional working relationships within INPEX and in the diverse
communities in which we operate.
Opportunities
Action9. Improve employmentoutcomes by increasing
Aboriginal and Torres Strait
Islander recruitment,
retention and professional
development

Career Expo in Ramingining hosted by Arnhem Land Progress Aboriginal Corporation

Deliverable

Timeline

Responsibility•

Engage with Aboriginal and Torres Strait Islander staff toconsult on our recruitment, retention and professional
development strategy

February 2023,
2024, 2025

Vice President People
and Collaboration•

Review and update an Aboriginal and Torres Strait Islander
recruitment, retention and professional development strategy

March 2023, 2024,
2025

Vice President People
and Collaboration•

All Aboriginal and Torres Strait Islander employees to have a
Development Plan in place

February 2023,
2024, 2025

Vice President People
and Collaboration•

Develop and implement a Cultural Leave Policy

December 2023

Vice President People
and Collaboration•

Engage at least two Aboriginal and Torres Strait Islander
peoples in our early Talent Programs each year. Early talent
programs include Vacation Work, Graduate Program, LNG
Operator Traineeships

October 2023,
2024, 2025

Vice President People
and Collaboration•

Advertise job vacancies to effectively reach Aboriginal andTorres Strait Islander stakeholders

December 2023,
2024, 2025

Vice President People
and Collaboration•

Review HR and recruitment procedures and policies toremove barriers to Aboriginal and Torres Strait Islander
participation in our workplace

February 2023

Vice President People
and Collaboration•

Aboriginal and Torres Strait Islander employees to besupported to take on management and senior level positions

December 2023,
2024, 2025

Vice President People
and Collaboration

33

Opportunities
Action10. Support Aboriginal andTorres Strait Islander
education participation

Deliverable

Timeline

Responsibility•

Increase INPEX’s direct employment of Aboriginal and Torres
Strait Islander peoples to 60, or five per cent of employees

December 2025

Vice President People
and Collaboration•

Retain 90 per cent of Aboriginal and Torres Strait Islander
employees each year

December 2023,
2024, 2025

Vice President People
and Collaboration•

Continue to fill and maintain 10 Solid Pathways Program(SPP) positions each year across the organisation to support
Aboriginal and Torres Strait Islander employment outcomes.
Support transition of SPP participants to ongoing roles

December 2023,
2024, 2025

Vice President People
and Collaboration•

Provide employment opportunities to an average of 100
Aboriginal and Torres Strait Islander peoples throughcontractors in each year. Ten per cent of this deliverable (10people) will be achieved through traineeships,
apprenticeships and/or other developmental opportunities

December 2023,
2024, 2025

Vice President People
and Collaboration

Continue to provide two INPEX Aboriginal and Torres Strait
Islander scholarships per year at the University of Western
Australia

December 2023,
2024, 2025

Support education programs including science, technology,
engineering and mathematics (STEM) related initiatives
which include participation of Aboriginal and Torres Strait
Islander students in Darwin, Broome and Perth throughcommunity investment and workforce participation

December 2023,
2024, 2025

Support INPEX employee/contractor engagement in external
careers fairs and STEM-related expos which include
participation of Aboriginal and Torres Strait Islander
students, at least twice a year

December 2023,
2024, 2025

Support a minimum of two forums/expos each year topromote career pathways into and within the energy
industry for Aboriginal and Torres Strait Islander women.
This will be through financial sponsorships of events andprovision of INPEX and our contractors’ Aboriginal andTorres Strait Islander female personnel as mentors orpresenters

December 2023,
2024, 2025

Support a minimum of three health and wellbeing
community investment programs in Darwin, Broome andPerth to contribute to positive physical, mental and cultural
outcomes for Aboriginal and Torres Strait Islander peoples

December 2023,
2024, 2025

•

•

•

•

•

34

Opportunities
Action11. Increase Aboriginal andTorres Strait Islander
supplier diversity tosupport improved
economic and social
outcomes

Deliverable

Timeline

Responsibility•

Include Aboriginal and Torres Strait Islander businessengagement in contracting and procurement category
strategies

January 2023,
2024, 2025

Vice President
Supply Chain•

Investigate Supply Nation membership

October 2023

Vice President
Supply Chain•

Develop and communicate opportunities for procurement ofgoods and services from Aboriginal and Torres Strait
Islander-owned businesses to staff

January 2023,
2024, 2025

Vice President
Supply Chain•

Review and update procurement practices to remove
barriers to procuring goods and services from Aboriginal
and Torres Strait Islander-owned businesses

January 2023,
2024, 2024

Vice President
Supply Chain•

Continue to increase the number of Aboriginal and Torres
Strait Islander-owned businesses engaged by INPEX or its
business partners, with a target of 24 businesses over thethree-year period

December 2023,
2024, 2025

Vice President
Supply Chain•

Continue to increase spend with Aboriginal and Torres Strait
Islander-owned businesses engaged by INPEX or its
contracting partners, with a target total spend of A$ 15
million over the three-year period

December 2023,
2024, 2025

Vice President
Operations•

Train all relevant staff in contracting Aboriginal and Torres
Strait Islander-owned businesses through Supply Nation oran equivalent organisation

December 2023

Vice President
Supply Chain andVice President People
and Collaboration•

Support a minimum of two local business capacity-building
initiatives in the Northern Territory and Western Australia.
This will be through our community investment andsponsorships supporting initiatives such as capacity building
workshops for local Aboriginal and Torres Strait Islanderowned businesses and skill up programs for Aboriginal andTorres Strait Islander peoples

December 2023,
2024, 2025

General Manager
Corporate Affairs•

Continue to work with the INPEX Larrakia Advisory
Committee to support programs through the Larrakia
Ichthys LNG Foundation Trust to enable social and economic
development opportunities for Larrakia people

December 2023,
2024, 2025

General Manager
Corporate Affairs

General Manager
Corporate Affairs
General Manager
Corporate Affairs

Vice President People
and Collaboration

Manager Corporate
Social Responsibility

General Manager
Corporate Affairs

12. Support social, culturaland economic
opportunities for
Aboriginal and Torres
Strait Islander
communities

35

Opportunities
ActionDeliverable

Timeline

Responsibility•

December 2023,
2024, 2025

General Manager
Corporate Affairs /Vice President HSEQ,
Risk and Assurance /General Manager
Commercial

Continue to implement the Ichthys LNG environmental andgreenhouse gas offsets programs in the Northern Territory
to create positive environmental, cultural and economic
outcomes for Aboriginal and Torres Strait Islander
communities. This will include implementation of theSavanna Fire Management Program, Aboriginal Ranger
Grants Program and establishment of a Conservation
Agreement Area

Governance
GovernanceActionTimeline

Responsibility

13. Steering Committee
oversees RAP
development,
implementation andreview• Meet at least four times a year to drive and monitor RAP
implementation

March, May,
August, December
2023, 2024, 2025

General Manager
Corporate Affairs• Steering Committee supports annual review of RAP andapproves additional actions

December 2023,
2024, 2025

RAP Steering
Committee

14. Maintain an effective RAP
Working Group (RWG) todrive governance of the
RAP• Maintain Aboriginal and Torres Strait Islander representationon the RWG

December 2023,
2024, 2025

Manager Corporate
Social Responsibility• Regularly review a Terms of Reference for the RWG

December 2023

Manager Corporate
Social Responsibility• Meet at least four times a year to implement, review andreport progress to the Steering Committee

February, April,
July, November
2023, 2024, 2025

Manager Corporate
Social Responsibility• Embed resource needs for RAP implementation

May 2023, 2024,
2025

General Manager
Corporate Affairs andVice President People
and Collaboration• Embed key RAP actions in performance expectations ofsenior management and all staff

January 2023,
2024, 2025

Vice President People
and Collaboration• Embed appropriate systems and capability to track,
measure and report on RAP commitments

January 2023,
2024, 2025

General Manager
Corporate Affairs• Senior leaders role model and visibly demonstratecommitment to reconciliation with 75 per cent of functions
completing at least one non-mandatory initiative connected
to five dimensions of reconciliation led by a senior leader

December 2023,
2024, 2025

Vice President People
and Collaboration• Maintain an internal RAP Champion from senior
management

January 2023,
2024, 2025

Vice President
Corporate and Vice
President Operations• Include our RAP as a standing agenda item at senior
management meetings including General Manager forums

January 2023,
2024, 2025

General Manager
Corporate Affairs

15. Provide appropriate
support for effective
implementation of RAP
commitments

Members of the INPEX Larrakia Advisory Committee

Deliverable

37

GovernanceAction16. Build accountability andtransparency throughreporting RAP
achievements, challenges
and learnings bothinternally and externally

17. Continue ourreconciliation journey bydeveloping our next RAP

38

Deliverable

Timeline

Responsibility• Submit a traffic light report to Reconciliation Australia at theconclusion of this RAP

January 2026

Manager Corporate
Social Responsibility• Contact Reconciliation Australia to verify our primary andsecondary contact details are up to date, to ensure we donot miss out on important RAP correspondence

June 2023, 2024,
2025

Aboriginal Affairs
Advisor• Contact Reconciliation Australia to request our unique link,to access the online RAP Impact Measurement
Questionnaire

1 August 2023,
2024, 2025

Aboriginal Affairs
Advisor• Complete and submit the annual RAP Impact Measurement
Questionnaire to Reconciliation Australia

30 September
2023, 2024, 2025

Manager Corporate
Social Responsibility• Provide Quarterly RAP progress reporting to all staff andsenior leaders

30 April, 31 July,
31 October 2023,
2024, 2025

Manager Corporate
Social Responsibility• Provide Annual public reporting against our RAP
commitments, outlining achievements, challenges andlearnings

28 February 2024,
2025, 2026

General Manager
Corporate Affairs• Investigate participating in Reconciliation Australia’s biennial
Workplace RAP BarometerMay 2024

Manager Corporate
Social Responsibility• Register via Reconciliation Australia’s website to begin
developing our next RAP

January 2025

Manager Corporate
Social Responsibility

INPEX and Ichthys LNG volunteers help out at the NAIDOC breakfast event 2022 on Larrakia Country

Contact details
For public enquiries about INPEX's Stretch RAP
please contact INPEX's Aboriginal Affairs teamon enquiries@inpex.com.au or +61 8 6213 6000
This brochure is printed on eco-friendly paper - 40% recycled,
produced with ECF pulp and FSC® mix certified.