pg. 12

"Managing forced labour risks in Malaysia Of the two cases in Malaysia, one was related to withholding of passports, which was remediated by giving workers unrestricted access to their safety deposit box. The other identified that foreign migrant workers from countries including Bangladesh, Myanmar and Nepal had paid recruitment fees in their home countries and were required to pay a deposit to their employer before being allowed to travel outside of Malaysia."

pg. 21

"3. Remediate

Promote grievance mechanisms, provide remedy and take corrective actions"

pg. 23

"Where non-compliance is identified, our approach is to partner with primary contractors to remedy breaches and provide an outcome for affected workers. However if the non-compliance is sufficiently serious or the contractor does not cooperate in remediation, we will no longer engage the contractor"

Pg. 2

"Oversaw the repayments of $361,851to 24 workers in the cleaning and trolley collector sector"

Pg. 11

"In F21 we achieved a 23% decrease in the overall number of critical audit gradings through a targeted remediation strategy. This strategy included a focus on working hours non-conformances including the rollout of our Supplier Guidance on Overtime Hours, and engagement with suppliers in India and China to close out critical audit outcomes. Critical NCs that become overdue, in spite of follow-ups and reminders, may indicate a more systemic issue. NCs related to safety (56%) and the environment (25%) continue to be overdue, and this is consistent with our findings last year. We recognise that auditing alone will not be sufficient to resolve these issues in the long term, so in F22 we will partner with strategic suppliers to explore the root cause of these issues and pilot improvement KPIs in an attempt to make progress on these industry-wide issues"

Pg. 23

"As a result of the investigations, this year service providers repaid $361,851 to 24 workers in the trolley and cleaning sector across 25 sites in five states. Thirteen subcontractors and their key management personnel were terminated based on critical and deliberate non-compliance, such as intentional underpayments, falsification of records or manipulating Woolworths Group procedures. A further four primary contractors were temporarily suspended while critical issues were investigated, resulting in one termination at the conclusion of the investigation.In F21, our RS team managed a total of 19 grievance investigations - seven of these investigations involved allegations of breaches of our RS policy that were raised in F21, and the remaining 12 were investigations that commenced in F20 and continued in F21. The allegations investigated included alleged underpayments, failure to provide minimum employment entitlements and business integrity. As a result of these investigations, we entered into nine Management Actions Plans (MAPs). A MAP is a methodology introduced last year to directly engage suppliers involved in a grievance case or where zero tolerance issues were identified in an audit. MAPs are co-created and co-signed with suppliers with the goal of identifying root causes of a particular issue/s. The duration of the MAP generally ranges between three to six months during which time we work closely with our suppliers to support remediation and the building of robust management systems to prevent recurrence. This year examples of MAP actions included a review of supplier’s management systems for labour providers, training on our RS Policy and Standards and supporting suppliers to develop their own RS manuals"