Assessment: Sustainability Report Required: Students are required to meet as a group to choose two Australian companies that participate in Global Reporting Initiative (GRI) Specifically, as a group,

Contents SECTION 2 People \f truly inclusive workplace 8 The holistic wellbeing of our team 11 Meaningful retail careers in the workplace of the future 14 Human rights and responsible sourcing 15 Positive impact on our cus\utomers and communities 18 SECTION 1 Overview Introduction 2 CEO and Chairman’s message 3 How we create value 4 SUST\fIN\fBILITY TREE™ 5 Progress towards our \b0\b5 commitments 6 SECTION 3 Planet Responding to climate change 23 Green electricity 27 Food waste 28 Net positive carbon emissions by \b050 30 Responsible stewardship of natural resources 33 SECTION 4 Product Healthier choices 35 Sustainable packaging 37 Sustainable sourcing 39 Lead the future of protein 41 Responsible service and consumption of alcohol and gaming 44 SECTION 5 Summary Message from our Chief Sustainability Officer 46 Company directory 47 P\fge 7 P\fge \b\b P\fge 34 This is an interactive PDF designed to enhance your experience. The best way to view this report is with \fdobe Reader. Click on the links on the contents pages or use the home button in the bottom right corner to navigate the report. 1WOO\bWORTHS GROUP\f \b0\b1 SUST\fIN\fBILITY REPORT Our guiding principles underpin our Sustainability \flan 2025 and \bill guide our journey to\bards a better tomorro\b for our team, our planet and the customers and communities \be serve. We believe they \bill also create long‑term value for our shareholders. Acknowledgement of Country Wool\borths Group ackno\bledges the Traditional Custodians of Country throughout Australia and recognises their continuing connection to land, \baters and community. We pay our respects to them and their cultures; and to Elders both past and present.

We support the Uluru Statement from the Heart and the recognition of Aboriginal and Torres Strait Islander peoples in the Australian Constitution. We commit to continued listening and learning from First Nations voices and to \bork in partnership to create change. We ackno\bledge that \be have a responsibility and must do more to truly live our purpose to create better experiences together for a better tomorro\b.

Un\fted Nat\fons \blobal Compact (UN\bC) Wool\borths Group Limited reaffirms its support of the Ten \frinciples of the UN Global Compact in the areas of Human Rights, Labour, Environment and Anti ‑Corruption. In this Report, \be describe our actions to continually improve the integration of the UN Global Compact and its principles into our business strategy, culture and daily operations. We act l\fke a leader and speak up on \fssues that matter We care for, and unlock the potent\fal of our people We have a pos\ft\fve \fmpact on the planet We apply c\frcular th\fnk\fng \fn everyth\fng we do We embrace the power of partnersh\fps to create change Guiding principles We create better exper\fences together for a better tomorrow 2WOOLWORTH\f GROUP 2021 SUSTAINABILITY RE\fORT OV\bRVI\bW \fUMMARY 2WOOLWORTH\f GROUP 2021 SUSTAINABILITY RE\fORT This year, the ongoing coronavirus pande\fic has continued to put pressure on our tea\fs and supply chain as we work to supply \bood and everyday needs to our co\f\funities a\fongst the challenges o\b lockdowns, border restrictions and surges in de\fand.

In these circu\fstances o\b extre\fe and prolonged uncertainty, a sense o\b purpose is \fore i\fportant than ever, and as a business we have continued to look to our purpose – we create better experiences together for a better tomorrow – to guide our decisions.

Whilst we continue to deal with the very real challenges o\b the present, we are also looking to the \buture. In Nove\fber 2020, we were proud to release our S\fstainability Plan \b0\b5: Working together to make a better tomorrow – o\fr new program of positive change for o\fr people, o\fr planet and o\fr prod\fcts . The goals and co\f\fit\fents that are articulated in our Plan represent a li\bt in a\fbition \bor our business. We are no longer satisfied with li\fiting the negative i\fpacts o\b our operations – we are actively looking to create positive change in our business and, hand in hand with our partners, in our extended value chain. We see sustainability as an opportunity to create long ‑ter\f value through innovation and resilience building \feasures that will deliver benefits \bor decades to co\fe.

This year has also brought significant change to Woolworths Group with the de\ferger o\b the Endeavour Group in late June. As we \fove toward our 100th anniversary, we are building the business that will take us into our second century, and as Today’s Fresh Food People, sustainability is at the heart o\b who we are. Since the release o\b our Plan, we have invested in and \bocussed on laying the groundwork to set ourselves up \bor our new horizon o\b sustainability a\fbition. We have also continued to reach pleasing \filestones over this ti\fe, such as achieving the Workplace Gender Equality Agency’s E\fployer o\b Choice \bor Gender Equality citation \bor the first ti\fe, and having our ani\fal wel\bare progress recognised by beco\fing the highest ranked Australian and New Zealand retailer in the global Business Bench\fark \bor Far\f Ani\fal Wel\bare.

In recognition o\b the changing nature o\b retail, we announced a $50 \fillion invest\fent in our Future o\b Work \bund, to help equip our tea\f with new skills and capabilities \bor the work\borce o\b the \buture. We have continued to \bocus on the holistic wellbeing o\b our tea\fs, recognising the \batigue being caused by the ongoing effects o\b the pande\fic.

We have also announced our first renewable power purchase agree\fent, which sets us on the path towards our co\f\fit\fent to power our business with 100% green electricity by 2025.

Despite our intentions, we know that we don’t always get it right, and a \fajor \bocus \bor us over the co\fing year will be reflection, listening and learning on our approach and co\f\fit\fent to reconciliation, in light o\b the findings o\b the Independent Panel Review into the proposed Dan Murphy’s develop\fent in Darwin. We are co\f\fitted to quality engage\fent with Aboriginal and Torres Strait Islander peoples and look \borward to sharing our progress as we co ‑create long ‑ter\f, \feaning\bul steps \borward in this critical area.

I\b we have learnt anything \bro\f the past 18 \fonths, it is that the pace o\b change in sustainability and retail is accelerating. We believe that aspirational goals drive innovative solutions, and we intend to take an Agile approach to our Sustainability Plan, reviewing, and where necessary revising, our goals and co\f\fit\fents on an annual basis in order to continue raising our a\fbitions.

We are pleased to share with you our Woolworths Group 202\f Sustainability \beport.

Brad Banducci CEO Gordon Cairns CHAIRMAN   2021 Countdown Sustainability Report. Carbon emissions reduction 27 % below 2\f15 baseline Plastics reduction \b21 > 2,5\f\f t Community contribution as % of EBT on a rolling average 1.23% Looking after our team, customers an\f communities CEO and Chairman’s message 3WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY 4WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY H\fw we c\beate value Te a \f A diverse and inclusive environment for our teams to work re\fecting the diversity of our communities Te a \f \bnabling and empowering our team Cus\bo\fer services Connecting customers with good food and more everyday through convenient stores, services and leading loyalty programs Cus\bo\fer Innovating to meet our customer needs Trus\bed brands and produc\bs Providing best range and value, fresher food, healthier options and everyday needs for our customers in Australia and New Zealand Co\f\funi\by Caring for each other and creating a more sustainable future Sus\bainabili\by A leader in sustainability to create a positive impact for generations to come Par\bners Mutual benefit through strong partnerships Business pla\bfor\fs Leading business platforms built over many years enabling our business activities Shareholders Delivering sustainable returns for our shareholders Financial Strong balance sheet and disciplined capital allocation to drive sustainable growth and shareholder value Platf\f\bms & Pa\btne\bs Eve\byday Se\bvices Technology, digital and analytics enable retail platforms that deliver for Woolworths Group and partners Complementary everyday categories and services to provide more for our customers \bveryday Services Rewards Primary Connect \bveryday Needs T\f c\beate value we b\bing \fu\b cust\fme\bs g\f\fd f\f\fd and m\f\be eve\byday th\b\fugh c\fnnected expe\biences. We’\be f\fcused \fn c\beating sustainable l\fng ‑te\bm value f\f\b \fu\b cust\fme\bs, team, sha\beh\flde\bs, t\bade pa\btne\bs and the b\b\fade\b c\fmmunity th\b\fugh living \fu\b pu\bp\fse: Partnerships Digital & Data WGEA \bmployer of Choice citation LAUNCHED Woolworths Future of Work Fund AWE I Gold Tier Status for LGBTQ+ inclusion 57 Group Voice of Customer NPS (June) Quan\biu\f Strengthened data and analytics partnership Es\bablished par\bnerships with \bndeavour Group and PFD 113,238 Tonnes of organic waste diverted from landfill 2 7. 8 M Customers served on average per week 57 % Voice of Supplier July 2021 27% Carbon emission reduction from 2015 1\f.7 M Online visits per week $34.\f M total community contributions 108 ¢ F21 Full Year Dividend B2C F\f\fd Our cornerstone retail food businesses, famous for good food, prices and acts, and always convenient Stores eCommerce Products Ou\b Value D\bive\bs Value C\beated 1 Ou\b Business Activities 1 F\f\b the 2021 financial yea\b. 15.1% F21 ROF\b 3 2 Bef\f\be significant items. 3 F21 ROFE calculati\fn n\f\bma\Hlised t\f exclude the $7,870 milli\fn deme\bge\b dist\bibuti\fn liabi\Hlity. F21 Group NPAT 2 $ 1,\f72 M B2B F\f\fd \bxpanding food into new customer segments, channels and markets B2B International Wholesale Crea\bing be\b\ber experiences \boge\bher for a be\b\ber \bo\forrow Planet People Product Goal 1 Be a truly inclusive workplace Goal 2 Invest in t\fe \folistic wellbeing of our tea\b Goal 3 Create \beaningful retail careers in t\fe workplace of t\fe future Goal 4 Activate et\fical and \butually beneficial partners\fips t\froug\f t\fe w\fole value c\fain Goal 5 Have a positive i\bpact on our custo\bers and co\b\bunities We act like a leader and speak up on issues t\fat \batter We care for, and unlock t\fe potential of our people We \fave a positive i\bpact on t\fe planet We apply circular t\finking in everyt\fing we do We e\bbrace t\fe power of partners\fips to create c\fange Goal 1 Materially increase \fealt\fier c\foices in our custo\bers’ baskets Goal 2 100% of own brand packaging is sustainable Goal 3 100% of own brand sourcing is sustainable Goal 4 Lead t\fe future of protein Goal 5 Lead t\fe responsible service and consu\bption of alco\fol and ga\bing Goal 1 100% green electricity by 2025 Goal 2 Zero food waste to landfill by 2025 Goal 3 Net positive carbon e\bissions by 2050 Goal 4 Practise responsible stewards\fip of natural resources SUSTAINABI\fITY TR\b\b ™ Our sustainability plan on a page Our goals are underpinned by over 40 \fommitments Guiding principles S\bMMARY 5WOOLWORTHS GRO\bP 2021 SUSTAINABI\fITY R\bPORT OVERVIEW Progress towards our 2025 commitments Goal 1 \fe a truly inclusive wor\bplace • Awarded the Wor\bplace Gender Equality Agency’s Employer of Choice for Gender Equality citation • Awarded Gold Employer Status for LG\fTQ+ wor\bplace inclusion for the fourth consecutive year • Completed our Reconciliation Action Plan delivering 85 actions across three pillars of Relationships, Respect and Opportunity Goal 2 Invest in the holistic wellbeing of our team • Appointed Chief Medical Officer Dr Rob McCartney to provide expert medical advice to our COVID response • Created a Wellbeing Council which has a focus on psychosocial ris\bs and mental health • Implemented COVID Leave support including for vaccinations Goal 3 Create meaningful retail careers in the wor\bplace of the future • Announced Woolworths Future of Wor\b with a $50m investment over three years to equip team members with new s\bills and capabilities for the retail industry of the future • Launched Store Leadership Pathway which includes online modules, wor\bshops and instore coaching Goal 4 Activate ethical and mutually beneficial partnerships through the whole value chain • Launched a human rights due diligence maturity framewor\b to support ris\b management • 23% decrease in critical Responsible Sourcing audit gradings through a targeted remediation strategy • Designed industry specific strategies to address higher ris\b areas in cotton sourcing, seafood, horticulture and operations services Goal 5 Have a positive impact on our customers and communities • Woolworths donated over $34m across F21 with significant donations to OzHarvest, Junior Landcare and S.T.A.N.D supporting bushfire and flood relief • Countdown too\b a stand supporting NZ Retailers Against Racism Pledge to proactively address racism Goal 3 100% of own brand sourcing is sustainable • Launched Macro Whole Living cleaners (laundry and dish) which feature sustainable palm oil – our first non-food products to do so • Developed a Cotton Traceability Protocol to improve our approach to supply chain mapping Goal 4 Lead the future of protein • Improved our ran\bing in the global \fenchmar\b on Farm Animal Welfare (\f\fFAW) to Tier 2 which is a leading position for retailers across Australia and New Zealand • For Christmas all Woolworths brand fresh whole tur\bey came from RSPCA Approved farms for the first time Goal 5 Lead the responsible service and consumption of alcohol and gaming • Endeavour Group is committed to being the national leader in responsible service of alcohol. We have implemented a wide range of voluntary measures for managing and mitigating issues related to responsible service, ranging, sale and mar\beting of alcohol Goal 1 Materially increase healthier choices in our customers’ bas\bets • Ran\bed Australia’s Healthiest Supermar\bet Own \frands by The George Institute based on average Health Star Rating (HSR) • Launched Healthier Options, an online tool available on select product pages, to ma\be it easier for customers to identify similar, healthier alternatives when shopping online (based on HSR) Goal 2 100% of own brand pac\baging is sustainable • Launched our Pac\baging Preferred Material List and Format Guidelines and shared it with own brand and vendor suppliers • Removed over 2,500t of virgin plastic across pac\baging initiatives Goal 3 Net positive carbon emissions by 2050 • Our emission levels have continued to trac\b downwards as our programs of energy and emissions efficiency through LED lighting, refrigeration upgrades and replacements as well as solar + battery storage installations are implemented • F21 emission levels are 27% down on 2015 baseline and on trac\b to meet our targets Goal 4 Practise responsible stewardship of natural resources • We have rolled out the installation of smart water meters, now in 139 stores and connected to our Energy Management Centre. These meters allow us to identify lea\bs and other anomalies, and have this past year helped us to save around 23 million litres of fresh drin\bing water Goal 1 100% Green electricity by 2025 • Energised an additional 62 solar sites across F21 with over 14,000 \bW capacity • Signed first Purchase Power Agreement to transition to green electricity, will power 30% of Woolworths Group’s NSW energy needs in 2022 Goal 2 Zero food waste to landfill by 2025 • Provided equivalent of over 24m meals to alleviate food insecurity through our food rescue partners and the local communities • Expanded our bread diversion program, now in 382 stores. This is providing a circular economy solution for over three tonnes of bread a wee\b Key: Not yet commenced Achieved Nearing completion Planning   Progressed   Commenced   6WOOLWORT\fS GROUP SUSTAINABILITY REPORT 2021 O\bER\bIEW SUMMARY Pe\fple Pla\bet Pr\fduct People We build a better tomorrow for our people by demon\ftrating our care, creating a great place for t\bem to work and fo\ftering brig\bter future\f.

Our re\fpect for people i\f at t\be \beart of \bow we \ferve our communitie\f, building long‑la\fting partner\f\bip\f and working wit\b our \fupplier\f to up\bold \buman rig\bt\f in our \fupply c\bain. Voice of Team advocacy score 1 15 WG\fA \fmployer of \bhoice for Gender \fquality achieved Total recordable injury frequency rate (TRIFR) 12.08  1% from F20 \bommunity contribution 1.23% as % of EBT on a rollin\f two-\bear avera\fe 2 1 We \bave updated our Voice of Team (VOT) met\bodology from ‘Su\ftainable Engagement’ to ‘Advocacy’ a\f mea\fured by net promoter \fcore (advocacy to work at Woolwort\b\f Group). Correlation\f between VOT prior to October 2020 and our new approac\b to li\ftening cannot be made.\n 2 Metric \ba\f been upda\nted to % of earning\f before tax (EBT) rat\ber t\ban EBIT due t\no impact of lea\fe a\nccounting \ftandard\f. 7WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT SUMMARY 8WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW G\fnd\fr \f\buity W\f striv\f for a cultur\f of inclusion, wh\fr\f t\fam m\fmb\frs of all g\fnd\frs ar\f valu\fd and hav\f a voic\f, \f\buitabl\f acc\fss to opportuniti\fs and a s\fns\f of b\flonging.

On\f of th\f ways that w\f continu\f to liv\f our purpos\f is through our d\fdication to g\fnd\fr parity and inclusion. W\f ar\f proud to hav\f b\f\fn award\fd th\f Workplac\f G\fnd\fr E\buality Ag\fncy’s Employ\fr of Choic\f for G\fnd\fr E\buality (EOCGE) citation in 2021, th\f first major food r\ftail\fr to achi\fv\f this. Th\f EOCGE citation is d\fsign\fd to \fncourag\f, r\fcognis\f and promot\f activ\f commitm\fnt to achi\fving g\fnd\fr \f\buity in Australian workplac\fs.

W\f ar\f committ\fd to cr\fating an \fnvironm\fnt that r\fcognis\fs and valu\fs all t\fam m\fmb\fr tal\fnt \f\bually. Our p\fopl\f ambition towards g\fnd\fr \f\buity is to achi\fv\f g\fnd\fr‑balanc\fd l\fad\frship t\fams 40:40:20 At Woolworths Group, w\f r\fcognis\f th\f valu\f our t\fam’s div\frsity brings to our busin\fss, and our custom\frs. As on\f of Australia’s larg\fst \fmploy\frs, w\f b\fli\fv\f that cr\fating a saf\f and inclusiv\f workplac\f – wh\fr\f div\frsity in all its forms is valu\fd, and \fv\fry t\fam m\fmb\fr can b\f th\fir b\fst s\flf – is critical to creating better experiences together for a better tomorrow. PEOPLE Goal 1 Be a truly inclusive workplace Pro\fress We act like a lea\fer an\f speak up on issues that matter Sustaina\ble Development Goals       Refr\b\ferat\bon Apprent\bcesh\bp Pro\fram In June 2020, we launche\f the first year of a formal Refrigeration Apprenticeship Program. Over the next 10 to 15 years, the \feman\f for skille\f refrigeration technicians is anticipate\f to skyrocket \fue to the in\fustry’s increasing focus on sustaina\bility, an\f our own goal of net positive car\bon emissions \by 2050.

In an in\fustry with less than two percent female representation, our recruitment focuse\f on creating opportunities for greater gen\fer an\f cultural \fiversity.

As a result, 25% of the two 2020 apprentice cohort are female, \femonstrating our commitment to \being an employer of choice for gen\fer equality.

Kate Hammill-Lovett, one of our new apprentices sai\f, “When I started I didn’t even know any other \female tradies, so I had no idea what it was \boin\b to be like steppin\b into a traditionally male dominated industry.” “Goin\b into it was a bit stress\ful at first but I’m bein\b supported so much and learnin\b new thin\bs all o\f the time – every sin\ble day is different.” “The tradesmen I work with don’t care about \bender at all, they just want me to \bet in there and have a \bo. They want to pass on their knowled\be and teach me the skills they’ve acquired over the years. They think havin\b a woman on the team is awesome.”   S\f\f R\ffrig\fration manag\fm\fnt story on pag\f 31 for mor\f information. A truly inclusiv\f workplac\f by 2025. This ratio is about aiming for g\fnd\fr div\frsity in workplac\f l\fad\frship, b\f it s\fnior l\fad\frship t\fams, or on th\f Board, and allows for natural flow into and out of th\f organisation. In F21 our l\fad\frship was 36.54% f\fmal\f. This r\fsult is b\flow our targ\ft and r\fmains both a priority and opportunity as w\f continu\f to focus on this m\ftric.

In Nov\fmb\fr 2020, w\f b\fcam\f signatori\fs to th\f UN Wom\fn’s Empow\frm\fnt Principl\fs (WEPs), which off\fr guidanc\f to busin\fss\fs promoting g\fnd\fr \f\buity and wom\fn’s \fmpow\frm\fnt in th\f workplac\f, mark\ftplac\f and community. As part of th\f WEPs community, Woolworths Group, from th\f top down, is committ\fd to working collaborativ\fly within multi ‑stak\fhold\fr n\ftworks to fost\fr busin\fss practic\fs that \fmpow\fr wom\fn. SUMMARY 9WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW Truly inclusive workplace Te re\f Mā\fri ye\br-r\fund C\funt\b\fwn is keenly aware \ff the r\fle it can play in revitalising the Mā\fri language – te re\f Mā\fri. Supp\frting events like Te Wiki \f Te Re\f Mā\fri (Mā\fri Language Week) an\b Matariki (Mā\fri New Year), an\b c\fntinuing t\f use te re\f in \fur st\fres an\b c\fmmunicati\fns, are just s\fme \ff the ways we are helping t\f pr\ftect Mā\fri language an\b culture. Our l\fng‑term initiatives inclu\be in ‑st\fre ra\bi\f messages in te re\f, Mā\fri greetings an\b sign ‑\fffs in \fur cust\fmer c\fmmunicati\fns an\b translate\b \bigital mailer hea\blines. These new initiatives are in a\b\biti\fn t\f bilingual signage alrea\by in C\funt\b\fwn st\fres thr\fugh\fut A\ftear\fa. Ab\friginal & T\frres Strait Islan\ber pe\fples We care \beeply ab\fut \fur teams, cust\fmers an\b c\fmmunities, an\b believe we all have a r\fle t\f play in rec\fnciliati\fn, healing \fur relati\fnship with, an\b cl\fsing the gap f\fr, \fur First Nati\fns pe\fples. As the In\bepen\bent Panel Review int\f the pr\fp\fsal t\f \bevel\fp a new Dan Murphy’s st\fre in Darwin \bem\fnstrate\b, we have n\ft always live\b up t\f the intent \ff \fur purp\fse \fr \fur lea\bership r\fle. It is clear there is much m\fre f\fr us t\f \b\f.

Alm\fst 5,000 \ff \fur team members are Ab\friginal an\b T\frres Strait Islan\ber pe\fples. We are \beeply c\fmmitte\b t\f listening, learning an\b gr\fwing as part \ff \fur rec\fnciliati\fn j\furney. Acr\fss W\f\flw\frths Gr\fup, we \befine rec\fnciliati\fn as acti\fns that create healing fr\fm past an\b current injustices en\bure\b by \fur First Nati\fns pe\fples. As part \ff \fur Rec\fnciliati\fn Acti\fn Plan (RAP) – Inn\fvate Level – we have \belivere\b 87 acti\fns fr\fm July 2019 t\f July 2021. We are c\fns\fli\bating \fur learnings an\b buil\bing \fur cultural intelligence as we w\frk t\fwar\bs creating even bigger an\b m\fre meaningful c\fmmitments in \fur next R A P.

The theme \ff Nati\fnal Rec\fnciliati\fn Week 2021, More than a word.

Reconciliation takes action, urge\b each \ff us t\f take m\fre impactful acti\fn t\f buil\b relati\fnships between the br\fa\ber Australian c\fmmunity an\b \fur First Nati\fns pe\fples. As part \ff \fur Gr\fup ‑wi\be Nati\fnal Rec\fnciliati\fn Week activities, we partnere\b with Ev\flve C\fmmunities, First Nati\fns cultural awareness experts, t\f launch ‘Learning f\fr Rec\fnciliati\fn’.

This seven step \fnline m\f\bule was \besigne\b t\f pr\fvi\be the steps t\f practical rec\fnciliati\fn f\fr every member \ff \fur team. M\fre than 3,000 team members have alrea\by c\fmplete\b the learning m\f\bule with \fverwhelmingly p\fsitive fee\bback:

\fThe training is infor\bative, engaging and eye opening. What an a\bazing way to approach a sensitive topic .” \fA little bit in awe about Aboriginal and Torres Strait Islander culture. Thankful for the opportunity to learn.” \fI have learnt a lot but I have also learnt that there is a lot I don’t know.” Independent P\bnel Review int\f the pr\fp\fsed D\bn Murphy’s devel\fpment in D\brwin In Dece\fber 2020\b Woolworths Group co\f\fissioned the Independent Panel Review into the proposal to develop a new Dan Murphy’s store in Darwin. After hearing feedback fro\f stakeholders we took the decision to pause and get independent experts to review the proposal and provide a report to the Woolworths Group Board.

As announced on 29 April 2021\b on receiving the Report\b Woolworths Group’s \fanage\fent and Board decided not to proceed with the proposed develop\fent. We have since surrendered the relevant licence to the Northern Territory Govern\fent.

We set ourselves a high purpose and it is connected to a great deal of our decision \faking and what we do every day.

In taking this approach\b Woolworths Group understands that we raise expectations of society. In this case\b we failed to live up to both our purpose and these expectations.

It is clear that the Panel’s report is an i\fportant turning point for our long-ter\f engage\fent with Australia’s First Nations’ peoples. There is \fuch to be done. Our attention has \foved to further reflection on the report\b and \faking a start on the co-creation of long-ter\f\b \feaningful steps forward which are consistent with our purpose and co\f\fit\fent to reconciliation.

At the heart of our reflections is strengthening our foundations for deeper\b and \fore thoughtful and \feaningful relationships with First Nations’ peoples. Relationships built on listening\b learning and education. Relationships underpinned by equity and respect. Without those foundations it will not be possible for us to achieve our a\fbitions for full reconciliation.

Our reflections on the Independent Panel Review details our response\b including how we plan to consult\b listen and work with others to find a way forward.

  The full rep\frt an\b \fur resp\fnse can be f\fun\b \fn \fur website. Learning for Reconciliation We care deeply about our teams, customers and communities and we all have a role to play in healing and closing the gap for First Nations peoples. Completing our ‘Learning for reconciliation’ online modules is one way you can create a better tomorrow for all Australians.

How to access the learning modules Go to Success Factors > My Learning > Type ‘Learning for reconciliation’ into the search or click on the ‘Learning for reconciliation’ image.

What can I do next Once you complete the modules take the time to discuss with team members, family and friends about what reconciliation means and how you can create healing and close the gap.

To show the strength of our teams’ contribution to reconciliation please create a short video of you or your team and send it to Naoimh Nelligan [email protected] saying either “For me/ us reconciliation means”or “One of my/our contributions to reconciliation will be” and we will share it further.

Reconciliation Action Plan July 2019 - July 2021 SUMMARY 10WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW Truly inclusive workplace LGBTQ\f We\fre pro\bd of the significant progress in LGBTQ+ incl\bsion we\fve made at Woolworths Gro\bp over the past five years. O\br jo\brney has been recognised by the A\bstralian Workplace Eq\bality Index (AWEI), which has awarded \bs Gold Employer Stat\bs for LGBTQ+ workplace incl\bsion for the fo\brth consec\btive year.

O\br Pro\bd Committee is now helping \bs work towards AWEI Platin\bm Employer Stat\bs.

In New Zealand, Co\bntdown contin\bes to s\bpport o\br rainbow team and comm\bnities and has been recognised with Rainbow Tick accreditation for three years r\bnning. In 2021, we marked Pride Month by raising more than $123,000(NZD) for RainbowYOUTH to help s\bpport q\beer, gender ‑diverse, takatāp\bi and intersex yo\bng people thro\bgho\bt Aotearoa; incl\bding $25,000(NZD) from Co\bntdown to kick off the f\bndraising campaign. The f\bnds raised were described as a “ game changer for the organisation ” by Exec\btive Director, Pooja S\bbramanian, and will be \bsed to hire a n\bmber of new team members to help deliver s\bpport to yo\bng rainbow people across Aotearoa.

Gender Affirmation Policy In 2\f18, \boolworths Group introduced our Gender Affirmation Policy and supporting tools. By recognising the complexity and challenges team members may face during their journey, and improving the support we provide, we seek to show real care, and positively impact team member experience, across the Group. On the International Day Against Homophobia, Biphobia, Interphobia and Transphobia 2\f21, we announced the incorporation of a paid leave component into our existing policy. Team members will receive up to two weeks’ paid, and two weeks’ unpaid leave, to support them as they take the necessary steps to affirm their gender, a first for Australian and New Zealand retailers. Access\bb\bl\bty Act\bon Plan Accessibility is a critical part of f\blfilling o\br ambition to be a tr\bly incl\bsive and caring workplace. We are working to create, and implement, an Accessibility Action Plan for o\br A\bstralia b\bsiness to be s\bbmitted to the A\bstralian Network on Disability\fs Access and Incl\bsion Index benchmark for eval\bation, with the goal of year‑on‑year improvement. In New Zealand, we have joined the Accessibility Tick program and are working to achieve year‑on‑year improvement against the nine competency areas thro\bgh ann\bal gap analysis. We are a fo\bnding member of the A\bstralian H\bman Rights Commission\fs Incl\bdeAbility project, which aims to increase access to meaningf\bl employment opport\bnities for people with a disability, and a Gold Member of the A\bstralian Network on Disability.

Partnersh\bp w\bth Aut\bcon Austral\ba Marking \borld Autism Month in 2\f2\f, \boolworths Group, in partnership with Auticon, launched a program to employ autistic technology consultants to work on vital quality assurance and software delivery projects for the Group. Auticon, an international consultancy focused on creating opportunities for IT professionals on the autism spectrum, recognises the unique capabilities of their consultants and that welcoming neurodiversity can make every team stronger. Over the past year, Auticon’s consultants have helped us solve highly technical, complex problems that we’ve previously struggled to overcome. One such project involved developing technology to replicate hundreds of barcode scans in a test environment. The project enabled our IT team to replace a labour-intensive testing process and delivery of a more seamless customer experience while scanning products in-store. Auticon, and its neurodiverse consultants, have boosted our IT capabilities and helped us deliver innovation for our team and customers. SUMMARY 11WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW Exp\frt a\bvic\f an\b partn\frs In th\f spirit of \fmbracing th\f pow\fr of partn\frships w\f hav\f sought th\f a\bvic\f of \fxp\frts to h\flp inform an\b gui\b\f us.

Ch\fef Med\f\bal Offi\ber Woolworths Group appoint\f\b Dr Rob McCartn\fy to th\f position of Chi\ff M\f\bical Offic\fr (CMO). This appointm\fnt \fnabl\fs us to \braw on \fxp\frt m\f\bical a\bvic\f to support th\f ongoing saf\fty an\b w\fllb\fing of our t\fam an\b custom\frs. Sinc\f joining us, Dr McCartn\fy has us\f\b his \fxt\fnsiv\f \fxp\fri\fnc\f to str\fngth\fn our \fxisting COVIDsaf\f protocols. This highly sp\fcialis\f\b an\b t\fchnical l\fa\b\frship rol\f provi\b\fs \bir\fct input into th\f Woolworths Group Boar\b an\b its r\fl\fvant sub ‑committ\f\fs as w\fll as th\f Group Ex\fcutiv\f Committ\f\f. Dr McCartn\fy is also r\fsponsibl\f for \fngaging with r\fgulatory authoriti\fs an\b stat\f an\b f\f\b\fral h\falth \b\fpartm\fnts, along with th\f \b\fv\flopm\fnt of \f\bucational mat\frials for t\fam m\fmb\frs. Wellbe\fng Coun\b\fl W\f r\fcognis\f th\f importanc\f of w\fllb\fing, in particular m\fntal h\falth, an\b in r\fspons\f hav\f cr\fat\f\b a W\fllb\fing Council. This group of m\fntal h\falth \fxp\frts is task\f\b with supporting our growing \ffforts in ar\fas such as psychosocial risk manag\fm\fnt an\b m\fntal h\falth awar\fn\fss an\b support, with th\fir \ffforts culminating in a compr\fh\fnsiv\f plan for F22 an\b b\fyon\b.

Corporate Mental Health All\fan\be Woolworths Group is a foun\bing m\fmb\fr, an\b a stan\bing boar\b m\fmb\fr, of th\f Corporat\f M\fntal H\falth Allianc\f Australia (CMHAA), which launch\f\b in Octob\fr 2020. CMHAA is an allianc\f of Australian busin\fss\fs \b\f\bicat\f\b to provi\bing m\fntally h\falthy workplac\fs for our p\fopl\f. Th\f CMHAA has s\ft ambitious targ\fts for its first 12 months, inclu\bing a\b\br\fssing psychosocial risk ass\fssm\fnt, r\fs\farch an\b \bata, an\b l\fa\b\frship capabiliti\fs.

Th\f saf\fty an\b w\fllb\fing of our t\fam has n\fv\fr b\f\fn mor\f important than ov\fr th\f last y\far. Through th\f \ffforts of so many p\fopl\f w\f continu\f\b to prioritis\f th\f physical an\b psychological saf\fty an\b w\fllb\fing of our t\fam, whilst also supporting th\f communiti\fs w\f work in, through a rang\f of natural \bisast\frs an\b th\f continuing COVID ‑19 pan\b\fmic. W\f ar\f \fxtr\fm\fly prou\b of th\f way so many of our t\fam h\flp\f\b \fach oth\fr, as w\fll as our custom\frs as w\f fac\f\b th\fs\f significant chall\fng\fs. PEOPLE Goal 2 Invest in the holistic wellbeing of our tea\f Progress We care for, and unloc\b the potential of our people Sustainable Develop\fent Goal Th\f holistic w\fllb\fing of our t\fam Dr Rob McCartney, Chief Medical Officer SUMMARY 12WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW The holistic wellbeing of our team Kee\fing \bur team safe thr\bugh COVID Our c\bmmitment t\b team safety and wellbeing thr\bugh\but 2021 has again been d\bminated by \bur res\f\bnse t\b the \bng\bing COVID ‑19 \fandemic. Aligned with \bur guiding \frinci\fle we will act like a leader on issues that matter , we c\bntinue t\b enc\burage and facilitate \bur team and c\bmmunities t\b get vaccinated.

Vul\fera\ble a\fd impacted team Over 1,000 \bf \bur team members are categ\brised as vulnerable t\b COVID ‑19. These team members have been enabled t\b remain at h\bme during l\bckd\bwns t\b reduce ex\f\bsures. Is\blati\bn can be a fact\br s\b \bur COVID Care C\b\brdinat\brs have actively engaged and su\f\f\brted these team members thr\bugh\but vari\bus stages \bf the \fandemic.

In additi\bn t\b vulnerable team members, we als\b actively su\f\f\brt team members in is\blati\bn \br wh\b may have c\bntracted the virus thr\bugh a variety \bf resilience building activities, medical su\f\f\brt and inf\brmati\bn and general care‑based check ‑ins.

COVID leave We have intr\bduced S\fecial Paid C\br\bnavirus Leave, which is made available t\b team members, s\b as t\b ensure n\b \bne is \fenalised f\br needing t\b is\blate due t\b COVID ‑19 (either their \bwn illness \br need t\b care f\br \bthers).

COVID vacci\fe With the \fandemic likely t\b remain with us f\br the remainder \bf 2021, it has bec\bme an im\ferative that team members are \fr\bvided with every \b\f\f\brtunity t\b receive a COVID vaccinati\bn. S\fecific COVID Vaccinati\bn Leave has been created t\b \fr\bvide \bur team with u\f t\b f\bur h\burs \bf \faid vaccinati\bn leave, \fer vaccinati\bn, and t\b hel\f su\f\f\brt them in their eff\brts t\b get vaccinated. A series \bf vaccine ‘\f\b\f u\f’ clinics were intr\bduced at key Gr\bu\f su\f\fly chain sites in Western Sydney with the su\f\f\brt \bf g\bvernments. We h\b\fe these early initiatives will serve as a tem\flate f\br future vaccine \fr\bgrams. Key metrics 2021 12.08 total recor\fable injury frequency rate \bTRIFR) 20,000 \fownloa\fs an\f 6,000 support cases for newly launche\f 24/7 Son\fer services 12,000 contacts an\f over 400 loans or grants to team members in nee\f of financial support 1,000 vulnerable team members supporte\f as part of COVID Care framework 32,000 team members traine\f in the ‘I am here’ program to i\fentify an\f support team that nee\f help COVID leave for team members nee\fing to test an\f isolate Up to eight hours’ pai\f leave for COVID vaccinations 4,280 team members supporte\f through our Employee Assista\fce Program Voice of Team (VOT) is \bur way \bf listening t\b \bur team and acting \bn their feedback. We have n\bw shifted t\b an always ‑\bn listening \fr\bcess t\b hear fr\bm a selecti\bn \bf \bur team each m\bnth. SUMMARY 13WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW 24\f7 ca\be fo\b ou\b team 24\f7 on \beman\b health, safety an\b wellbeing support In Novembe\b 2020, we launched a pa\btne\bship with Sonde\b, a 24\f7 netwo\bk of ca\be\bs, in a bid to p\bovide ou\b team and thei\b families with on ‑demand pe\bsonal safety, health and wellbeing suppo\bt. Sonde\b connects people to ou\b complete wellbeing offe\bing ‑ ‘I am he\be’, ou\b Financial Wellbeing P\bog\bam and ou\b t\baditional Employee Assistance P\bog\bam, th\bough Benesta\b.

In addition, Sonde\b’s team of nu\bses, eme\bgency \besponde\bs and counsello\bs a\be accessible by phone, o\b a specific application, and to date we have suppo\bted ove\b 6,000 suppo\bt cases with wide \bange of issues ac\boss mental and physical health and safety and medical conce\bns. Supporting our lea\bers to help our teams Th\bough ou\b pa\btne\bship with Mindsta\b and Select Wellness, we have continued to p\bovide p\bemium wellbeing suppo\bt to 500+ Woolwo\bths G\boup leade\bs. This suppo\bt has included executive wellbeing coaching, COVID deb\biefs and ‘Leading with Ca\be’ wo\bkshops and is aimed at sustaining a \besilient coho\bt of leade\bs to suppo\bt not only the pe\bsonal wellbeing of individual leade\bs, but also to ensu\be they a\be equipped to suppo\bt thei\b team’s wellbeing.

Financial wellbeing support This financial yea\b we enhanced ou\b Good Shephe\bd financial wellbeing p\bog\bam that offe\bs ‘no fee’ and ‘no inte\best’ loans, financial counselling, g\bants, and a va\biety of gift ca\bd options. In \besponse, we saw 12,000 enqui\bies f\bom team membe\bs and ove\b 400 loans g\banted. In August 2020, we also launched the Money B\billiant app with ou\b team via ou\b website and an app in a bid to help team membe\bs bette\b manage thei\b money and finances. Abuse an\b violence Whilst we acknowledge the unp\becedented levels of st\bess and anxiety ac\boss the communities we ope\bate in, we continue to adopt a ‘ze\bo tole\bance’ app\boach towa\bds violence and agg\bession that may get di\bected at ou\b teams. In \besponse, we have bolste\bed ou\b app\boach with a se\bies of specific measu\bes (e.g. two ‑way \badios) implemented in ove\b 500 sto\bes. We also continue to wo\bk with the Aust\balian Retaile\bs Association (ARA) and have \becently ag\beed to chai\b a new Adviso\by Committee on Retail C\bime. In addition to this committee we \bemain committed to wo\bking with the police, policy make\bs and othe\b key community g\boups, to ensu\be collectively we do all we can to safegua\bd ou\b team and custome\bs f\bom the th\beat of abuse of violence.

Measures Ou\b F21 total \beco\bdable inju\by f\bequency \bate (TRIFR) inc\beased slightly, with \bespect to F20. This was fundamentally influenced by COVID ‑19, with both a significant inc\bease in t\bade volume and a p\bio\bitisation of the management of the COVID ‑19 \belated \bisks ac\boss teams, custome\bs and communities, behind this inc\bease in inju\bies. We \becognise that with the eme\bgence of psychosocial \bisk facto\bs, abuse, violence and mental health conce\bns, the\be is an oppo\btunity to expand ou\b measu\bement to include some of these measu\bes in F22. Whilst we will continue to \bepo\bt on TRIFR, we have int\boduced a mo\be holistic seve\bity‑based measu\be, which will help us \bep\besent a mo\be holistic ove\bview of pe\bfo\bmance ac\boss a b\boade\b \bange of a\beas. The holistic wellbeing of our team Sonde\b sto\bies Anxiety \f team member was feeling anxious and couldn’t slee\b. \ffter s\beaking with Sonder, it was discovered that the team member was having these issues after recently ex\beriencing trauma. The team member had never s\boken to someone about their troubles and Sonder was able to connect them with a \bsychologist to continue their mental health su\b\bort journey.

\ffter following u\b with the team member, their anxiety had im\broved and they were glad that Sonder connected them with the hel\b they needed.

Financial har\bship \f team member ex\beriencing financial hardshi\b and debt received su\b\bort in the form of emergency relief and financial management counselling to build confidence and reinforce \bositive behaviours. The su\b\bort had a \bositive im\bact on their health and wellbeing.

Supporting community wellbeing \f customer’s child needed medical attention in store. \f nearby team member contacted Sonder and connected the customer to a nurse who was able to offer hel\b and su\b\bort to the customer and team. \ffter following u\b, the customer felt cared for and was grateful for the su\b\bort, thanking the team for making that available to them so quickly. Store Leadership Pathway In 2021, we launched our Store \feadership \bathway program across Woolworths Supermarkets nationally.

The program provides our leaders with a blended learning approach, including online modules, workshops and instore coaching.

\feanne Edmonds, Head of Food Academy, Woolworths Supermarkets, says , “Our Voice of Team survey indica\fed \fha\f we needed \fo do a be\f\fer \bob suppor\fing our Supermarke\f \feam members \fo progress \fheir careers. This new program suppor\fs our leaders \fo fur\fher grow in \fheir curren\f role, while se\f\fing \fhem up for \fheir nex\f. To ge\f \fhe righ\f learnings \fo \fhe righ\f people, a\f \fhe righ\f \fime, we in\froduced a new process \fo selec\f par\ficipan\fs.” “Evalua\fion is a cri\fical elemen\f, requiring skills and compe\fencies \fo be signed off a\f s\fore level before leaders can progress.” “The firs\f cohor\f has demons\fra\fed a \frue shif\f from focusing on \fask-based leadership behaviour \fo a cul\fure of purpose-driven leadership. We’ve seen \fhem \faking \fheir learnings back \fo s\fore, wi\fh \fhe benefi\fs fel\f by \fheir whole \feam.

Feedback from par\ficipan\fs has been overwhelmingly posi\five.” Participant feedback:

“Really learning about myself, my lea\fership an\f un\ferstan\fing my purpose an\f then relating this bac\b into my wor\b an\f my every\fay life. It is really changing my min\fset for the better an\f I am learning how to maintain that same min\fset all \fay. This in turn will support myself in growing my team, loo\bing after customers in a better way an\f ma\bing a \fifference for the business.” “For me personally, the entire program has been very valuable. There were things \fiscusse\f that I ha\f \bnowle\fge of alrea\fy but more things that I was really loo\bing forwar\f to ups\billing in. The opportunity to as\b questions an\f get clarification on \fifferent topics was a \bey aspect for me in buil\fing my confi\fence as I now put it all into practice on the job.” Around the globe, retail is changing at the fastest pace we’ve seen in many decades. Technological advances in automation, predictive analytics, artificial intelligence and cloud computing are driving our industry forward and helping us do a better job of meeting our customers’ changing needs.

But these changes are impacting the fundamental nature of the work our team does each day. We recognise that our size and scale as an employer comes with responsibility to lead on issues like the future of work. Our team is critical to our success, and while we want to lead the transition to new ways of working, we are equally committed to leaving no team member behind.

In February 2021, we announced plans to invest $50 million over the next three years to help equip our team with new skills and capabilities for the retail industry of the future. The Woolworths Future of Work Fund will help upskill, reskill and redeploy team members impacted by industry disruption and technological change. The Fund will also underpin the launch of an online learning platform to allow team members to easily access training, apprenticeship and mentoring support across Australia. It will support training for more than 60,000 team members in our store and e ‑commerce operations, supply chain network and support offices.

In addition to our investment in the Fund, we are investing in our people to evolve our culture, and set our team up for success in this increasingly fast ‑paced retail environment.

We established our Agile Accelerator initiative in 2021. Its mission is to develop and deliver the learning approach, and fit ‑for ‑purpose learning materials, to accelerate the shift to ‘Agile’ across Woolworths Group. Within six weeks we rolled out seven e ‑learning modules, five videos and nine facilitated modules to introduce and educate our 200,000 strong team about new Agile ways of working \bartnering with Harvard Business \bublishing, we also developed a data and analytics program that we piloted with our \brimary Connect business.

This program focuses on building advocates among our senior leaders to support and drive our use of data and analytics for enhanced decision making.

Meaningful retail careers in the workplace of the future As retail moves at speed into a new era of technology and progress, we want to make sure that every team member has the opportunity to ride the wave of the future. PEOPLE Goal 3 Create meaningfu\f retai\f careers in the w\brkp\face \bf the future Progress We care f\br, and un\f\bck the p\btentia\f \bf \bur pe\bp\fe Sustainab\fe Deve\f\bpment G\ba\f S\fMMAR\b 14WOOLWORTHS GRO\fP 2021 SUSTAINABI\fITY RE\bORT OVERVIEW SUMMARY 15WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW Re\fpon\f\bble Sourc\bng Program Our Re\fpon\f\bble Sourc\bng (RS) Program ha\f been \bn place for three year\f and \bt \b\f how we manage r\b\fk\f to worker\f \bn our global \fupply cha\bn. An \bn\bt\bal \fuppl\ber r\b\fk a\f\fe\f\fment determ\bne\f the level of \fuppl\ber due d\bl\bgence and compl\bance mon\btor\bng aga\bn\ft our RS Standard\f.

In h\bgh r\b\fk area\f we requ\bre \foc\bal compl\bance aud\bt\f and we proact\bvely work w\bth \fuppl\ber\f on remed\bat\bon when cr\bt\bcal \b\f\fue\f ar\b\fe. We al\fo have var\bou\f gr\bevance channel\f that can be u\fed to ra\b\fe concern\f or \b\f\fue\f and the\fe are then \bnve\ft\bgated. Our RS Program framework and key outcome\f for F21 appear \bn the table on the next page.

Our RS Program \b\f, however, more than compl\bance; \bt \b\f about bu\bld\bng a r\bght\f re\fpect\bng culture w\bth \fhared accountab\bl\bty among our team and \fuppl\ber\f. Gu\bdance mater\bal\f, targeted tra\bn\bng, \f\bte v\b\f\bt\f, \bndu\ftry partner\fh\bp\f, advocacy and worker engagement are \bntegral to our RS Program and broader human r\bght\f approach. Our approach to report\bng on human r\bght\f The RS Program \b\f the foundat\bon of our Human R\bght\f Program, \bnclud\bng labour r\bght\f and our effort\f to addre\f\f modern \flavery. The next pha\fe of our Human R\bght\f Program \fee\f a \fcal\bng up of human r\bght\f due d\bl\bgence acro\f\f our value cha\bn, \bnclud\bng non ‑trade and operat\bon\f, wh\ble ma\bnta\bn\bng a focu\f on h\bgher‑r\b\fk commod\bt\be\f/countr\be\f \bn our trade \fupply cha\bn. We are tak\bng our learn\bng\f from our own brand and fre\fh \fupply cha\bn and \bntegrat\bng key element\f of the RS Program \bnto our Human R\bght\f Due D\bl\bgence Framework. To capture our program together, th\b\f year we have \bntegrated the outcome\f of our RS Program \bn Re\fpect\bng Human R\bght\f: 2021 Modern Slavery Statement . Reta\bl \b\f a people bu\f\bne\f\f, and re\fpect\bng the human r\bght\f of our team, \fupply cha\bn worker\f and other \ftakeholder\f \b\f an e\f\fent\bal element of our Su\fta\bnab\bl\bty Plan 2025. When \bt come\f to human r\bght\f, bu\bld\bng a better tomorrow mean\f not only act\bng l\bke a leader and \fpeak\bng up on \b\f\fue\f that matter, but act\bvely and purpo\fefully bu\bld\bng partner\fh\bp\f, and work\bng hand \bn hand w\bth our \fuppl\ber\f to make \fure that every worker \bn our \fupply cha\bn \b\f treated w\bth re\fpect.

A\f we l\bft our amb\bt\bon to bu\bld a r\bght\f re\fpect\bng culture toward\f and beyond 2025, human r\bght\f are \bncrea\f\bngly \bntegrated \bn our bu\f\bne\f\f every day. PEOPLE Goal 4 Activate ethical and mutually beneficial partner\fhip\f through the whole value chain Pro\fress \be embrace the power of partner\fhip\f to create change Su\ftainable Development Goal\f       Human r\bght\f and re\fpon\f\bble \fourc\bng Human Right\f ABN 88 000 014 675\bOOL\bORTHS GROUP LIMITED 2\b21 MODERN SLAVERY S TAT E M E N T Re\fpecting SUMMARY 16WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW Co\f\funi\bate  Identify  Mitigate  Re\fediate  Collaborate  Key ele\fents of our Responsible Sour\bing Progra\f W\f lis\b\fn and engage with stakeholders regularly and transparently \bhrough:

• RS Policy and S\bandards • Suppli\fr and work\fr surv\fys • Annual r\fpor\bing and Mod\frn Slav\fry S\ba\b\fm\fn\b • Suppli\fr roadshows, workshops and surv\fys • Cus\bom\fr r\fs\farch and m\fdia campaigns • Woolwor\bhs Group w\fbsi\b\f • Inv\fs\bor roadshows and indus\bry round\babl\fs.

In\b\frnal and \fx\b\frnal \bapa\bity building ai\fs to support positive out\bo\fes , providing \b\fams and suppli\fr par\bn\frs wi\bh \bools for prevention . W\f us\f produ\bt and \bountry -level risk insights , including aggr\fga\b\fd \bhird par\by audi\b findings, \bo conduc\b our risk ass\fssm\fn\b. This informs our suppli\fr s\fgm\fn\ba\bion in\bo four risk \bategories :

• Priori\by • Mod\fra\b\f • Sp\fcialis\fd • Minimum Priori\by and mod\fra\b\f risk si\b\fs ar\f r\fquir\fd \bo und\frgo a third party audit , wi\bh \bh\f form\fr b\fing priori\bis\fd for corr\fc\biv\f ac\bion follow‑ up and si\b\f visi\bs.

Spe\bialised is a uniqu\f ca\b\fgory for suppli\frs of fr\fsh food and also requires an audit .

Minimum risk suppli\frs ar\f r\fquir\fd \bo compl\f\b\f a self -assess\fent . W\f acc\fp\b eight different third -party s\bhe\fes s\fl\fc\b\fd bas\fd on \bh\fir cov\frag\f, r\fl\fvanc\f and alignm\fn\b \bo our RS Poli\by and Standards:

• BSCI • S M E TA • SA8000 • ICTI • WRAP • GLOBAL GAP GRASP • Fair Farms • NZ GAP social prac\bic\f‑add on.

All audi\bs ar\f grad\fd agains\b four possible out\bo\fes :

• Z\fro‑\bol\franc\f • Cri\bical • Mod\fra\b\f • Minor Follow ‑up audi\bs, d\fsk\bop r\fvi\fws, si\b\f visi\bs, and suppli\fr guidanc\f suppor\b con\binuous improv\fm\fn\b. W\f priori\bis\f follow ‑up on \borre\btive a\btions bas\fd on suppli\fr s\fgm\fn\ba\bion and audi\b ou\bcom\f.

W\f work \blosely with suppliers and r\fl\fvan\b s\bak\fhold\frs \bo provid\f:

• Suppor\b and capaci\by building for con\binuous improv\fm\fn\b • R\fl\fvan\b guidanc\f docum\fn\bs • Targ\f\b\fd roo\b caus\f r\fm\fdia\bion \bhrough manag\fm\fn\b ac\bion plans.

As w\fll as issu\fs arising from audi\bs, w\f manag\f \bh\f r\fm\fdia\bion of issu\fs id\fn\bifi\fd \bhrough our Supplier Speak Up and o\bh\fr grievan\be \fe\bhanis\fs .Collabora\bion and par\bn\frship ar\f k\fy \bo influen\bing and driving \bhange in our communi\bi\fs, supply chain and indus\bry.

W\f a\btively seek ways to \bollaborate for positive \bhange \bhrough:

• Indus\bry par\bn\frships and proj\fc\bs • S\bak\fhold\fr r\ff\fr\fnc\f groups and workshops • In\b\frnal collabora\bion for sys\b\fms and proc\fss upgrad\fs • Work\fr \fngag\fm\fn\b forums • Union \fngag\fm\fn\b.

W\f collabora\b\f on \barg\f\b\fd programs for impac\b b\fyond audi\b, across k\fy ar\fas such as Living Wag\fs, Fr\f\fdom of Associa\bion and Wom\fn Empow\frm\fn\b. Key out\bo\fes of our Responsible Sour\bing Progra\f 2,694 work\frs surv\fy\fd \bo und\frs\band COVID ‑19 r\fla\b\fd conc\frns 549 suppli\frs par\bicipa\b\fd in our annual vir\bual suppli\fr roadshows across Aus\bralia and Asia 561 social complianc\f audi\bs conduc\b\fd in our supply chain 3 cas\fs of c\fas\f \brad\f du\f \bo non ‑complianc\f wi\bh RS S\bandards 20 z\fro \bol\franc\f cas\fs id\fn\bifi\fd 16 onsi\b\f follow ‑up visi\bs 90 r\fmo\b\f ch\fck ‑ins and ass\fssm\fn\bs wi\bh a focus on COVID ‑19 saf\f\by pro\bocols 19 gri\fvanc\f inv\fs\biga\bions manag\fd 9 manag\fm\fn\b ac\bion plans join\bly agr\f\fd wi\bh suppli\frs \bo addr\fss roo\b caus\fs of id\fn\bifi\fd issu\fs 111 BIG W \b\fam m\fmb\frs and suppli\frs compl\f\b\fd a R\fsponsibl\f Purchasing Prac\bic\fs surv\fy 31 wom\fn promo\b\fd \bo a sup\frvisor posi\bion \bhrough \bh\f Shobola proj\fc\b in Banglad\fsh Human Rights and Responsible Sou\fcing How our Responsible Sour\bing Progra\f is integrated in our Hu\fan Rights Due Diligen\be Fra\fework Th\f R\fsponsibl\f Sourcing Program is c\fn\bral \bo our Human Righ\bs Du\f Dilig\fnc\f Fram\fwork, which also aligns \bo \bh\f k\fy \fl\fm\fn\bs of \bh\f Group Risk Manag\fm\fn\b Fram\fwork. Greener together - a growing link between people and planet We recognise the link between climate change and \forced migration which can in turn lead to vulnerable workers moving away \from their home country\b Bangladesh is highly exposed to the impacts o\f climate change, a key driver o\f the growing migration challenges \faced by its people\b Recognising the risks o\f climate change and the right to water and to a healthy environment, five BIG W suppliers have voluntarily undertaken green certification by Leadership in Energy and Environmental Design (LEED)\b The certification drives efficient use o\f resources, including lower energy consumption, use o\f renewable energy, water efficiency, which in turn promotes a reduction in costs, lower CO 2 emissions and air pollution, and improved worker health and sa\fety\b LEED certified suppliers demonstrate environmental leadership against Woolworths Group RS Standard 16 which requires suppliers to comply with environmental laws and regulations, and maintain an environmental management system that identifies and manages environmental impacts\b “Thanks to our investment in technolog\f we have significantl\f reduced our average costs\b including water\b electricit\f\b diesel and gas” – Manager, Vintage Denim Apparel\b S\fMMAR\b 17WOOLWORTHS GRO\fP 2021 SUSTAINABILITY REPORT OVERVIEW Human Rights and Responsible Sou\fcing Embracing the power o\f partnership \for continuous improvement Supplier engagement and capacity development Listening to our suppliers’ \feedback regularly is essential to growing our program and keeping it relevant\b This year, beyond our annual supplier roadshow, we conducted surveys with our key suppliers captured by the RS Program\b • Woolworths Food Company’s (WFC) Voice o\f Supplier survey included a question on sustainability/human rights\b In both hal\f ‑yearly surveys, sustainability/human rights were rated as core strengths o\f WFC by suppliers, achieving the second highest question score\b • In September 2020, we conducted a specific RS survey o\f suppliers in Asia with a 50% response rate\b Pleasingly, 96% o\f respondents indicated that they were clear about the RS Framework and 83% knew where to access relevant material\b While 56% reported no challenges in meeting the RS Standards, 24% indicated it was difficult to close out issues, notably those on working hours and overtime\b In response to these survey outcomes, which were also aligned with audit findings, we developed and distributed Supplier Guidance on Addressing Overtime Hours resulting in a 70% reduction in critical overdue non ‑con\formances related to working hours\b Targeted programs and partnerships Our audit program is a key pillar o\f our RS Program, but we understand audits alone cannot address some o\f the more systemic challenges in our supply chain\b Industry programs such as ACT on Living Wages, the Shobola Woman Empowerment Project, the Green Factories program, or BIG W’s engagement with the Bangladesh Accord are some o\f the examples where we work together with our partners \for a better tomorrow\b   More in\formation is available on our BIG W Sustainabilit\dy webpage\b Promoting responsible sourcing to our customers We \fecognise that socially \fesponsible p\foducts a\fe inc\feasingly impo\ftant to ou\f custome\fs and they clea\fly a\fticulate this to us th\fough \beedback and consume\f \fesea\fch. In May 2021, we launched ou\f fi\fst custome\f awa\feness campaign, highlighting key commodities with social compliance ce\ftification.

Towa\fds 2025 we aim to continue to meet ou\f custome\fs’ g\fowing expectations by inc\feasing visibility o\b p\foducts that delive\f on p\fice, quality, taste, health and convenience, whilst continuing to \fespect the envi\fonment and the \fights o\b the people who g\fow o\f manu\bactu\fe them. Shobola Project – Bangladesh In 2019 a BIG W supplie\f was selected by Am\bo\fi BSCI to pa\fticipate in a women’s empowe\fment p\fog\fam.

Shobola (meaning independent and empowe\fed woman in Bengali) was designed \bo\f \bemale wo\fke\fs in Bangladesh’s \feady -made ga\fment secto\f to conside\f pathways into supe\fviso\fy positions. 2021 was the final yea\f o\b the p\fog\fam, which included an assessment o\b ba\f\fie\fs and tailo\fed t\faining.

At the outset o\b the p\fog\fam only 10 out o\b 196 supe\fviso\fs in the pa\fticipant \bacto\fy we\fe \bemale.

Th\fough the Shobola P\foject 31 new \bemale wo\fke\fs have now been p\fomoted to a supe\fviso\f position.

One p\fomoted supe\fviso\f commented: “The Shobola project has helped me to gro\f my confidence and s\bills.

No\f I can earn more salary and save some money after all the family expenditure”. SUMMARY 18WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW S.T.A.N.\f Natu\bal disaste\bs a\be an unfo\btunate \beality of life in Aust\balia. Ou\b Suppo\bt Th\bough Aust\balian Natu\bal \fisaste\bs p\bog\bam (S.T.A.N.\f) was bo\bn out of the need and desi\be to help Aust\balian communities with disaste\b p\bepa\bedness, \besponse, \becove\by and \besilience.

Wor\fing \bith our natural disaster partners Th\bough ou\b Woolwo\bths G\boup S.T.A.N.\f p\bog\bam, we a\be p\boud to wo\bk with The Salvation A\bmy, Lifeline, Foodbank and Ru\bal Aid to p\bovide \belief to communities in times of natu\bal disaste\b.

Thanks to ou\b financial suppo\bt, including ongoing p\boceeds f\bom ou\b S.T.A.N.\f Sp\bing Wate\b and ou\b custome\bs’ gene\bosity, we continue to help equip and p\bepa\be ou\b natu\bal disaste\b pa\btne\bs to u\bgently \bespond in times of c\bisis.

Whethe\b it was the Feb\bua\by Woo\boloo (WA) bushfi\bes, the widesp\bead flooding along the east coast of NSW and pa\bts of QL\f in Ma\bch, Cyclone Se\boja that to\be th\bough the Mid West \begion of WA in May o\b the June 2021 sto\bm and subsequent floods in Victo\bia, with the consistent suppo\bt of S.T.A.N.\f, ou\b natu\bal disaste\b pa\btne\bs we\be at the f\bontline of these eme\bgencies. NSW east coast floods \f\bawing on funds \baised th\bough ou\b S.T.A.N.\f p\bog\bam ove\b the last yea\b, including ou\b annual co\bpo\bate donation of $500,000, Salvation A\bmy voluntee\bs we\be on the g\bound helping flood‑affected communities and seve\bal evacuation cent\bes in NSW.

A fu\bthe\b Woolwo\bths Supe\bma\bkets flood cont\bibution of $100,000, combined with ou\b custome\bs’ gene\bosity, saw a total of $185,000 \baised which was donated di\bectly to The Salvation A\bmy. In addition to this, $50,000 wo\bth of stock was donated to Foodbank to suppo\bt thei\b eme\bgency \belief hampe\bs. With suppo\bt f\bom S.T.A.N.\f, Lifeline answe\bed thousands of calls fo\b help ac\boss thei\b c\bisis suppo\bt lines, including 13 HELP, a dedicated hotline fo\b natu\bal disaste\b suppo\bt, and Ru\bal Aid p\bovided p\bactical help to fa\bme\bs \bepai\bing fa\bm damage. Ou\b own team also did thei\b bit to ensu\be essential g\boce\bies made it to whe\be they we\be needed most, even using ai\bc\baft and ba\bges to do so. Residents of Bilpin, Ku\b\bajong, Lo\bd Howe Island and Hat Head \beceived essential supplies co‑o\bdinated by Woolwo\bths Supe\bma\bkets.

Ou\b S.T.A.N.\f p\bog\bam shows the powe\b of pa\btne\bship to effect change, and we thank ou\b custome\bs and communities, who once again \ballied togethe\b with us du\bing challenging times.

We a\be dete\bmined to make a positive impact ac\boss Aust\balia and New Zealand and invest in local p\bog\bams and expanding ou\b pa\btne\bships to p\bovide \belief in times of natu\bal disaste\b. PEOPLE Goal 5 Have a positive impact on our customers and communities Progress We act like a leader and speak up on issues t\fat matter Sustainable Development \boals       11,824 people assisted w\fo \fave been impacted by natural disaster The Salvation Army 1,233,544 meals provided Foodban\f Support made possible in F21 t\froug\f Woolwort\fs \broup S.T.A .N.D funding 100,441 calls taken Lifeline 11,910 t of \fay delivered by 42 road trains Rural Aid Positive impact on ou\b custome\bs and communities Addressing period poverty Our national reac\f allows us to lead on issues t\fat matter to us, including greater support and dignity \bor women and girls in need. Since 2019, Woolwort\fs Supermarkets \fas partnered wit\f c\farity, S\fare t\fe Dignity, to \felp address t\fe critical issue o\b period poverty. By \fosting a Dignity Drive eac\f Marc\f and August, we continue to engage our customers on t\fe issue and rally community support \bor t\fis unseen crisis.

Woolwort\fs donates 5c \brom every period care product sold during eac\f Dignity Drive. Since our partners\fip commenced, more t\fan $1.8 million \fas been donated, \bunding S\fare t\fe Dignity’s community work \bor women and girls doing it toug\f.

Our donations \fave \bunded t\fe installation o\b 86 Dignity Vending Mac\fines w\fic\f are located in community spaces suc\f as libraries, \fig\f sc\fools, \fospitals and community centres, dispensing period care products discreetly and \bree o\b c\farge.

More t\fan 232,000 period care products were collected in our Australian stores t\froug\f t\fe Dignity Drives in F21, w\fic\f were t\fen provided to local c\farities and community services. SUMMARY 19WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW Positive impact on our customers and communities Partnering wit\f t\fe next generation o\b environmental c\fampions Big or small, we believe t\fat every person can \felp to effect c\fange \bor t\fe better and make a positive impact on our environment.

In June 2021, 1,609 primary sc\fools and early learning centres received Woolwort\fs Junior Landcare Grants to \felp students support native \fabitats, sustainable \bood production and recycling projects. In addition to grants o\b up to $1,000 eac\f, in recognition o\b t\fe importance o\b bees and pollinators to t\fe environment, t\fis year’s applicants were offered up to $500 extra \bor projects supporting bees.

Almost $2 million in \bunding was distributed, bringing our total contribution, since 2018, to more t\fan $3 million, supporting 2,760 projects in sc\fools and centres across Australia.

Participants in round two o\b t\fe Woolwort\fs Junior Landcare Grants program o\b 2019 completed t\feir projects in late 2020. T\fey reported excellent environmental and educational outcomes, including planting over 30,000 plants, native bus\fes and trees.

We expect to see t\fis strong momentum continue in t\fe years to come.

T\fe Woolwort\fs Junior Landcare Grants program is \bunded by a 10c contribution \brom t\fe \bull price sale o\b our ‘Bag \bor Good’, launc\fed in 2018, w\fen we went single ‑use plastic s\fopping ‑bag \bree.

Governor General, t\fe Hon. David Hurle\b and Mrs Hurle\b joined Landcare Australia CEO, Dr S\fane Norris\f and \,Woolwort\fs representatives Brod T\fompson and C\fristi\,an Bennett at Yarralumla Primar\b Sc\fool, round t\free recipients of a Woolwort\fs Junior Landcare Grant. Investing in innovative Aussie \barmers We believe t\fat partnering wit\f t\fe agricultural industr\b is critical to increasing innovation and greater sustainabilit\b in wa\bs t\fat will also meet t\fe c\fanging preferences of our customers.

T\fe Woolwort\fs Organic Growt\f Fund, in partners\fip wit\f Heritage Bank, continues to provide grants and interest-free loans to increase t\fe local availabilit\b of organic fruit and vegetables.

Our investments \felp Australian growers embrace t\fe increasing customer demand for organic, sustainabl\b-farmed produce t\fat will also be stocked in our stores.

Fund recipients Anna and Will McLa\b (below) run Bon Accord Organic Citrus in Ga\bnda\f, Queensland. T\fe\b began farming citrus in 2016, quickl\b recognising t\fe potential of organic production. We’ve granted t\fem $350,000 to better meet t\fe unique demands of organic growing.

Designed wit\f peak industr\b groups, our new Dair\b Innovation Fund will \felp farmers innovate and increase on-farm efficienc\b, sustainabilit\b and resilience to manage seasonal variations t\froug\f investments in tec\fnolog\b and infrastructure. We intend to provide a total of $5 million wort\f of grants over t\free \bears. One of t\fe 24 first round recipients is Mamboo Island producer, Julian Biega, w\fose future -focused, solar-powered desalination s\bstem will make \fis farm more droug\ft resilient and water efficient. SUMMARY 20WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW We believe in taking a stand Supp\frti\bg the Uluru Stateme\bt fr\fm the Heart Woo\fwort\bs Group is proud to support t\be U\furu Statement from t\be Heart, w\bic\b seeks to estab\fis\b a First Nations Voice to Par\fiament and a Makarrata Commission to oversee agreement‑making and trut\b‑te\f\fing. We \bave a deep respect for our First Nations team members, customers and t\be communities we serve. We firm\fy be\fieve First Nations peop\fes s\bou\fd \bave a voice in decisions t\bat affect t\bem. In September 2020, to increase critica\f dia\fogue and awareness around t\be Statement, we invited guests and supp\fiers to \bear from our CEO Brad Banducci, former AFL p\fayer and anti ‑racism advocate Adam Goodes, prominent \fawyer Danny Gi\fbert, Nest\fé CEO Sandra Martinez, Tip Top Managing Director Andrew Cummings and ot\ber key supp\fiers about taking meaningfu\f steps towards reconci\fiation. We intend to continue furt\bering awareness and vita\f conversation at future events.

Sta\bdi\bg agai\bst racism (NZ) In Ju\fy 2020, Countdown joined forces wit\b ot\ber \feading New Zea\fand retai\fers to take a strong stand against racism in t\beir stores. T\be ‘NZ Retai\fers Against Racism P\fedge’ dec\fares t\be ongoing commitment of signatories to proactive\fy address racism and ot\ber forms of abuse t\beir teams mig\bt experience in t\beir p\faces of work. T\be p\fedge was re\feased in time to support t\be New Zea\fand Human Rig\bts Commission’s ‘Give Not\bing to Racism’ campaign. Positive impact on our customers and communities C\fu\btd\fw\b F\f\fd f\fr G\f\fd F\fu\bdati\f\b Countdown be\fieves t\bat good business goes beyond t\be number of communities we serve, \bard ‑working Kiwis we emp\foy, or supp\fiers we work wit\b. T\bat’s w\by, in June 2020, we \faunc\bed t\be Food for Good Foundation to provide meaningfu\f and \fong ‑\fasting support for our communities, giving a\f\f Kiwis t\be opportunity to t\brive, and \be\fping to bui\fd a stronger, \bea\ft\bier New Zea\fand for future generations. Working wit\b partners suc\b as T\be Sa\fvation Army and KidsCan, we are committed to de\fivering on t\bis mission.

In t\be wake of t\be pandemic, many Kiwis found t\bemse\fves re\fiant on t\be support of food banks for t\be first time. Recognising t\bis, our Foundation’s first fundraising effort was t\be 2020 Winter Appea\f for T\be Sa\fvation Army, providing Countdown, and its customers, wit\b an opportunity to \be\fp feed t\bose in need. More t\ban $280,000(NZD) wort\b of food was donated by customers in store and t\broug\b T\be Foodbank Project. Countdown matc\bed t\bese donations, resu\fting in a record breaking tota\f of $560,000(NZD) donated and enab\fing T\be Sa\fvation Army to feed t\bousands of Kiwi fami\fies.

Ot\ber F21 \big\b\fig\bts for our Foundation inc\fuded:

• Countdown’s annua\f C\bristmas Appea\f for T\be Sa\fvation Army, t\be most successfu\f campaign to date, wit\b $516,000(NZD) of food donated t\broug\b T\be Foodbank Project, as we\f\f as in store donations. Countdown donated an additiona\f $120,000(NZD) to \be\fp wit\b increased demand for food parce\fs at C\bristmas time.

• Support for KidsCan, w\bic\b saw a 40% increase in demand for t\beir support in sc\boo\fs and ear\fy c\bi\fd\bood education centres wit\b teac\bers reporting, in t\be wake of COVID ‑19, more c\bi\fdren t\ban ever arriving at sc\boo\f wit\bout enoug\b to eat for t\be day.

T\be 2020 Food for Good Appea\f for KidsCan, wit\b t\be \be\fp of our amazing customers and team, raised more t\ban $580,000(NZD) to \be\fp KidsCan feed \bungry kids across Aotearoa. SUPPORTING CHILDREN’S LITER ACY In 2020, as part of our BIG W Free Boo\fs for Kids pro\bram, we supported literacy pro\brams around the nation by \bivin\b away over 5.2 million children’s boo\fs in store and delivered 80,000 boo\fs to communities in need throu\bh our partners Australian Literacy and Numeracy Foundation (ALNF) and Good360. SA: CRICKET \fLAST AT KANGAROO ISLAND Durin\b the 2020 bushfires, 48% of Kan\baroo Island was burnt, impactin\b all five local cric\fet clubs. In December, we provided the opportunity for all children on the Island to participate in the Woolworths Cric\fet Blast pro\bram. This support was instrumental in \bettin\b the \fids of the Island bac\f into sport. VIC/TAS: WOOLWORTHS AND WIRES FOOD FOR WILDLIFE PROGRAM The pro\bram has \brown rapidly since the 2019 Blac\f Summer bushfires – over 200 stores nationally are now connected with local re\bistered carers.

Woolworths Melbourne metropolitan stores support local or\banisations such as South Oa\flei\bh Wildlife Shelter who rescue and care for injured and orphaned native birds, bats, possums, lizards and turtles. NSW: \bARIETY THE CHILDREN’S CHARITY In support of Variety and the children they support, in May, we participated in the Variety Bash (car convoy) which travelled from Newcastle to towns in North West and Central NSW.

In addition to our NSW team participatin\b in the bash and providin\b caterin\b alon\b the way, all of our NSW supermar\fets fundraised for Variety, raisin\b more than $200,000. NZ: GROWING FOR GOOD Countdown inspires the next \beneration of environmentalists to ta\fe on sustainability ‑focused projects throu\bh our Growin\b for Good Grants. More than 500 applications were received in F21, with a record $75,000(NZD) awarded to 71 schools and early childhood education centres throu\bhout Aotearoa. COMMUNITY SUPPORT WITH GOOD360 In F21, BIG W a\bain supported our partners at Good360 to donate \boods to Australians in need. Our commitment included a donation of $470,000 as well as additional critical disaster support of 61,000 essential items followin\b the devastatin\b floods across NSW and QLD in March 2021. WA: TELETHON In October, we presented $250,000 to WA’s Telethon on behalf of our customers and team. These funds help to provide medical equipment, critical services and lifesavin\b opportunities. Since our partnership commenced in 2013, we have raised more than $4.1 million for their life‑chan\bin\b wor\f. CENTRAL AUSTRALIA: FRESH FOOD SUPPORT In F21, our 2020 and 2021 Feed Appeals collectively raised $2,283,000 with 52 capacity‑buildin\b \brants awarded by FareShare in 2020 to local food relief or\banisations nationally, includin\b $50,000 to Tan\bentyere Council, an Abori\binal ‑controlled community or\banisation in Alice Sprin\bs, for refri\berated transportation of fresh and frozen food to 250 households wee\fly. QLD: ROYAL FLYING DOCTOR SER\bICE In May, we invited QLD and northern NSW customers to donate to our partner, the Royal Flyin\b Doctor Service (Queensland Section). $328,862 was raised to help train doctors, nurses and pilots, purchase and up\brade vital aeromedical equipment and deliver mental health and wellbein\b pro\brams. QLD: CHILDREN’S HOSPITAL F O U N DAT I O N Woolworths Supermar\fets’ lon\b‑standin\b partnership with the Children’s Hospital Foundation reached the $60 million milestone in September.

This remar\fable fi\bure was achieved throu\bh multiple fundraisin\b campai\bns, includin\b by teams and customers over the past 34 years, wor\fin\b wonders for sic\f and injured \fids. IN KIND 1 $ 13.9 M $ 14.1 M LEVERAGED FUNDRAISING 1.23 % % OF EBT ON A ROLLING T\fO-YEAR AVERAGE DIRECT CO\b\bUNITY INVEST\bENT TOTALLING $ 34.9 M CASH DONATIONS 1 $ 21 M We wor\f with our lon\b ‑standin\b community partners creatin\b positive impacts and helpin\b create a better today and a better tomorrow Ma\fin\b an impact 1 Cash and In Kind don\eations have been verified in line with the B4SI\e framewor\f www.b4si.net. SUMMARY 21WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT O\bER\bIEW SUMMARY Planet Building a better tomorrow for our planet mean\f protecting and repairing the world we live in for future generation\f\b It mean\f going further than ju\ft limiting negative impact\f to actively finding way\f to create po\fitive benefit\f\b Organic waste di\ferted from \bandfi\b\b 56 % Carbon emissions scope 1+2 reduction of 27 % below 2015 baseline, towards 6\f% by 20\f0 Power from so\bar 31,480 kW ca\bacity installed 22WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT SUMMARY As Australia’s largest food retailer, Woolworths \froup has a responsibilit\b to be a leader in responding to climate change. As such, we have set ambitious targets for changing the wa\b we operate in order to reduce greenhouse gas emissions, to thoughtfull\b use our natural resources and to bring circular thinking into ever\bthing that we do. We also know that changes must extend be\bond our own operations and we are committed to partnering with our suppliers to help effect broader change in our value chain.

Woolworths \froup is committed to identif\bing and managing climate change risks in keeping with the recommendations of the global Financial Stabilit\b Board’s Taskforce on Climate‑related Financial Disclosures (TCFD).

In recent \bears we have achieved significant emissions reduction in our operations from our 2015 baseline, and have sought to better understand the impact of climate change to our business through our risk assessment and preliminar\b scenario anal\bsis work (disclosed in 2019 and 2020 respectivel\b). This \bear we have focused on combining all aspects of our climate change response into our holistic climate change strateg\b to guide our efforts over the coming \bears. Strateg\b In this first \bear of our Sustainabilit\b Plan 2025, we have focused on preparing our strateg\b to underpin our organisational approach to climate change and support our transition to a carbon‑constrained future. Delivering on our ambitious commitments, and effectivel\b managing climate risk, needs an end ‑to ‑end approach, requiring us to consider implications across our value chain and impacts on our internal and external stakeholders. Shifting weather patterns and frequent extreme weather events continuall\b remind us about the impacts of climate change. Climate science indicates that we need to limit global warming to 1.5 degrees above pre‑ industrial levels to avoid the worst of these effects and our goal to decarbonise our business is aligned to this aim. But we want to go further – we want to become a net carbon positive business, taking more carbon out of the atmosphere than we produce. Climate change strateg\b Our strateg\b has been endorsed b\b the Woolworths \froup Board and covers the following five elements:

1. Reducing and greening our \fower use – through power efficienc\b and transitioning to 100% green electricit\b (see \foal 1 on page 27 ).

2. \bntroducing low-carbon technology and \fractices in our o\ferations – including converting refrigeration s\bstems in approximatel\b 700 stores to low ‑carbon technolog\b (see \foal 3 on page 30 ); addressing food waste (see \foal 2 on page 28 ); and investigating decarbonisation of our logistics operations.

3. \bncreasing resilience in our value chain – we will make ph\bsical network resilience investments (such as flood barriers and back ‑up generators in vulnerable stores), enhance bu\bing practices to diversif\b suppl\b and better leverage climate and weather science, as well as focusing on the environmental sustainabilit\b of our suppl\b chain.

4. Su\f\forting our team, customers and industry on emissions reduction – our customers tell us that living more sustainabl\b is important to them, even during a pandemic, with 45% sa\bing that ‘taking care of the planet is important to them’ (November 2020). However, 33% sa\b that lack of clarit\b around sustainable product choices is a barrier to living more sustainabl\b. We’re also engaging our partners and suppliers on wa\bs that the\b can reduce carbon emissions, increase uptake of green power, engage in regenerative agricultural practices (see \foal 4 on page 33 ) and invest in innovation.

5. Su\f\forting community climate change resilience – leading b\b example supporting natural disaster ‑affected communities (see S.T.A.N.D on page 18 ). Responding to climate change 23WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERV\bEW SUMMARY Climate change governance Board Sustainabilit\f Committee \bSusCo) Oversees the Group-level strategy, i\fcludi\fg respo\fse to climate cha\fge ris\bs a\fd opportu\fities. Respo\fsible for reviewi\fg actual or pote\ftial climate-related impacts to the Group a\fd recomme\fdi\fg actio\fs to the Board for approval. Board Risk Committee Mo\fitor a\fd has oversight of the Ris\b Ma\fageme\ft Framewor\b, Woolworths Group Ris\b Appetite a\fd Group Ris\b Profile. Sustainabilit\f team Respo\fsible for drivi\fg climate ris\b a\fd opportu\fity ide\ftificatio\f across the busi\fess, a\fd prepari\fg our sustai\fability disclosures, i\fcludi\fg reporti\fg i\f li\fe with the TCFD requireme\fts. Heads of Business Units and Business Areas Respo\fsible for ide\ftifyi\fg, assessi\fg, respo\fdi\fg, ma\fagi\fg, a\fd reporti\fg upo\f climate ris\bs withi\f their scope a\fd impleme\fti\fg appropriate ris\b treatme\ft. Woolworths’ Facilities Management Respo\fsible for e\fergy efficie\fcy a\fd ma\fagi\fg the Board-e\fdorsed e\fergy strategy targeti\fg supply, dema\fd a\fd i\f\fovatio\f opportu\fities to reduce our carbo\f emissio\fs. CEO and Executive Committee Ma\fageme\ft is accou\ftable for the overall impleme\ftatio\f of our sustai\fability strategy, i\fcludi\fg climate cha\fge i\fitiatives a\fd reports to SusCo o\f a quarterly basis. Woolworths Group Board Respo\fsible for reviewi\fg a\fd appraisi\fg the Group’s climate-related strategy, polices, performa\fce a\fd approve actio\fs where \fecessary. Respo\fdi\fg to climate cha\fge Governance We consider climate change as a \foard ‑level strategic issue.

\bhe Woolworths Group \foard is responsible for reviewing and appraising the Group’s climate ‑related strategy, policies and performance, approving actions where necessary. \bhe \foard Sustainability Committee oversees the strategy, and is responsible for reviewing actual or potential climate‑related impacts to the Group and recommending actions to the \foard. \bhe CEO and Executive Committee, including the Chief Sustainability Officer, have accountability for the implementation of our climate change strategy, and report quarterly to the Sustainability Committee. 24WOOLWORTHS GROUP 2021 SUS\bAINA\fILI\bY REPOR\b OVERVIEW SUMMARY Responding to climate change Climate risks and opportunities Climate ‑related risks and opportunities are identified throu\fh the Woolworths Group \bisk Mana\fement Process in line with our \bisk Mana\fement Framework (\bMF) framework. The \bMF framework sets out the required end ‑to ‑end mana\fement of our risk assessment and risk response processes, and monitorin\f and reportin\f. Climate chan\fe has been identified as a material business risk and is included in the Material \bisk section of the 2021 Annual \beport (pa\fe 36–41). Our response to these risks is contained in our Sustainability Plan 2025, which broadly sets out:

• Our tar\fets, timelines and actions appropriate to miti\fate these risks that are within our control • Our commitment to influence beyond our direct control, throu\fh critical partnerships with suppliers, stakeholders, \fovernment and other parties.

There is a ran\fe of climate‑related transitional and physical risks which impact our business in different ways. Given the breadth of impacts across our business we have summarised them into the followin\f risk themes, and business areas as shown in the followin\f tables: Climate themes Potential \fisk Mitigation and o\b\bo\ftunity Food secu\fity Obtainin\f and supplyin\f certain products becomes challen\fin\f. Diversified sourcin\f will provide some insulation from climate risk for products where more alternative \frowin\f re\fions exist.

However, risks are hei\fhtened for products that have limited options for relocation which could deeply affect availability of produce and price to customers.

Physical Our operations are susceptible to extreme weather events such as floodin\f and electricity blackouts. This can lead to increased product dama\fe and stock write‑offs. We will continue to enhance our climate modellin\f to assess the risks to physical assets and help us plan for extreme events.

Policy and Legal Chan\fe in policies may impact our ener\fy, fuel and raw material costs and operatin\f costs for refri\feration systems. We will continue to enhance our scenario analysis to establish the potential impact of policy chan\fes.

Technological The delayed adoption of new technolo\fies in our facilities will reduce our competitiveness. We will investi\fate new initiatives for optimisin\f efficiencies such as innovative renewable ener\fy installation, batteries and renewable ener\fy procurement. Our science‑based tar\fet will brin\f particular focus to this work.

Re\butational Customer expectations for corporate behaviour are hi\fher than ever and demand social responsibility. A poor reputation on climate action can hurt sales throu\fh consumer boycotts or local community protests. Woolworths Group will continue to actively en\fa\fe with our stakeholders and improve our disclosure on climate‑related risk mana\fement. We will work to ensure that our existin\f and future commitment for climate action is effectively communicated.

Custome\fs Perception of Woolworths Group may be influenced by our ability to provide sustainable, affordable, hi\fh‑quality products that ali\fn to shiftin\f customer preferences. We understand too that there are hei\fhtened stakeholder expectations of our role in tacklin\f climate chan\fe, ethical sourcin\f and providin\f healthy food options.

Su\b\blie\fs Across the a\fricultural and food processin\f sectors, climate‑related events such as drou\fhts, cyclones and floodin\f, alon\f with climate‑related re\fulatory interventions, can affect the price, quality and quantity of fresh produce and how Woolworths Group is perceived.

O\be\fations Our operations may increase their ener\fy use and equipment may need replacin\f more frequently due to risin\f temperatures. We are likely to experience more store closures, product loss and lo\fistics disruption with increased numbers of extreme weather events. We may see hi\fher ener\fy costs due to fuel and carbon cost chan\fes.

Our buildin\f and equipment costs may increase with improved efficiency requirements and a move to electrification.

Climate \fisk themes and mitigation o\b\bo\ftunities Climate \fisks by business a\fea 25WOOLWORTHS GROUP 2021 SUSTAINABILITY \bEPO\bT OVERVIEW SUMMARY Responding to climate change Climate risks and opportunities continued Opportunities for e\fective management of climate change include the avoidance of the e\btreme consequences of uncontrolled climate change impacts. E\fective mitigation should also bring about longer term stabilisation of essential food supply and market confidence which, in turn, should result in better business outcomes and opportunities than would otherwise be the case. The management of risks to the business is a key component of our ways of working and is e\bpected across all layers of management, forming part of our overall performance and reward systems. Our end ‑to ‑end climate change strategy better enables us to understand the risks and opportunities that climate change presents to our business, in turn, enabling more comprehensive climate change disclosures. Our ne\bt steps We are committed to monitoring, managing and reducing where possible, greenhouse gas emissions of our operations, and we are working to enhance our understanding of, and to address, the risks created by climate change for our business.

Last year, we conducted a climate risk scenario analysis to better understand the climate change resilience of our business.

We are further refining the model, and plan to e\bpand this analysis across our supply chain to present a more balanced and complete view of the impacts on our business. We will disclose more details on this in future reports, starting from F22.

We are aware that the e\fects of climate change are already being felt around the world. The recent 6th Assessment Report from The Intergovernmental Panel on Climate Change showed that in Australia, warming has reached 1.4°C – heat e\btremes have increased, cold e\btremes have decreased, and relative sea ‑level has risen at a rate higher than the global average.

It is clear that addressing climate change requires net zero emissions globally as soon as possible. We are committed to reviewing our Sustainability Plan on an annual basis, in line with our annual business strategy update, and will update our goals and commitments as needed to make sure that our level of ambition to drive meaningful change is maintained. 26WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY HELPING AUSSIE FAMILIES SWITCH TO GREEN ENERGY Woolworths has committed to 100% gree\f e\fergy for our \busi\fess \but we have \fot stopped there. O\f \behalf of our Everyday Rewards mem\bers, we co\fti\fue to part\fer with key i\fdustry stakeholders, i\fcludi\fg Origi\f E\fergy, to explore i\fitiatives that \be\fefit the pla\fet. The WooliesX Everyday Rewards part\fership with Origi\f E\fergy has helped \bala\fce afforda\bility a\fd sustai\fa\bility a\fd is givi\fg Australia\fs the opportu\fity to support gree\f e\fergy at \fo additio\fal cost.

Mem\bers receive \bo\fus Everyday Rewards poi\fts for sig\f up a\fd o\fgoi\fg Everyday Rewards poi\fts with the Origi\f Everyday Rewards Pla\f. The Pla\f provides 25% gree\f power for electricity customers, mea\fi\fg that for 25% of the electricity co\fsumed \by the customer, the equivale\ft amou\ft of re\fewa\ble e\fergy gets added to the grid. The Pla\f provides 100% gree\f gas for \fatural gas customers, mea\fi\fg that Origi\f will offset 100% of the gree\fhouse gas emissio\fs from the customer’s \fatural gas usage, via Climate Active, a gover\fme\ft -\backed car\bo\f \feutral certificatio\f scheme. The co -\bra\fded products are helpi\fg thousa\fds of Australia\f families switch their electricity a\fd gas supply to a pla\f that supports gree\f e\fergy, \bei\fg the more rewardi\fg choice. As shared in our Sustainability Plan 2\f25, we\bre committed to sourcing 1\f\f% renewable electricity to power our business by 2\f25.

As Australia\bs largest retailer, using around one percent of Australia\bs national electricity, we have a unique opportunity to lead, and make a real impact, with this shift. We\bre working to invest tens of millions of dollars into renewable energy partnerships and to prioritise new green energy projects to drive growth and create new jobs in the sector. With 82% of our current operational emissions coming from electricity, the changes we make here will materially reduce our overall carbon footprint.

In a significant move, we recently announced our first renewable power purchase agreement (PPA) partnering with CWP Renewables on a new ‑build wind farm in NSW. From January 2\f22, the PPA will cover around 3\f% of Woolworths Group\bs NSW energy needs with the electricity required to power 1\f8 supermarkets; avoiding almost 158,\f\f\f tonnes of carbon emissions each year. This is equivalent to the yearly energy needs of 34,\f\f\f homes. The PPA will support more than 1\f\f jobs in the construction and operation of the Bango wind farm. The Bango project will pay annual rents to local landholders whose properties host wind turbines, and CWP Renewables will establish a $14 million fund for community projects.

Additionally, we continue to focus on reducing electricity usage across our stores, including improving our refrigeration systems; especially in the transcritical CO 2 systems space. With LED lighting contributing a saving of 11% of total store energy consumption, we\bve prioritised the multi ‑year rollout of our LED installation program across Australia, completing over 1,\f\f\f supermarkets in F21. Across the Group, we\bve continued our investment in solar. We now have rooftop solar panels on 197 locations, including 132 Woolworths and 38 Dan Murphy\bs stores. That\bs more than 1\f\f,\f\f\f solar panels, generating 44GWh of electricity each year – enough to power more than 7,\f\f\f homes.

As part of our green electricity ambition, the Group aligned our approach to global best practice by joining RE1\f\f led by The Climate Group, in partnership with CDP. RE1\f\f is a global initiative bringing together the world\bs most influential businesses to drive the transition to 1\f\f% renewable electricity. Membership gives us access to global best practice and third party‑verified consistent reporting frameworks. Green electricity We\bve made significant progress in becoming more energy efficient, but now we want all the energy we use to be green. Solar 1 Solar 2 Solar 3 Solar 4 PLANET Goal 1 100% Gree\f electricity \by 2025 P\fog\fe\b\b We have a positive impact o\f the pla\fet Sustai\fa\ble Developme\ft Goals       Sola\f in\btallation (kW) 0 5000 10000 15000 20000 25000 30000 35000 F17 5,000 0 10,000 15,000 20,000 25,000 30,000 35,000 F18 F19F20 F21 27WOOLWORTHS GROUP 2\f21 SUSTAINABILITY REPORT OVERVIEW SUMMARY As a country, we face unique challen\fes when it comes to food waste reduction. \be rely on road trains, which often need to cover vast distances throu\fh a ran\fe of diverse climates, to deliver food to our stores.

Our dispersed and variable \feo\fraphy has made it challen\fin\f to implement effective recyclin\f infrastructure, with only the major cities havin\f current access to or\fanic waste ‑ processin\f facilities.

Durin\f 2021, we conducted an audit within \boolworths Supermarkets, findin\f that around 45% of bin content was or\fanic waste, indicatin\f further opportunities to rescue more food for those in need, or allocatin\f to other channels such as farmers or or\fanic waste compostin\f, divertin\f it from landfill.

\be are committed to doin\f more, and workin\f to address these complex challen\fes, with the help of our partners and suppliers.

Our membership of the Fi\fht Food \baste Cooperative Research Centre, for example, enables us to work with industry and academic partners to find innovative ways to reduce our food waste. Food rescue partners and our local communities The successful and on\foin\f expansion of our food rescue partnerships is critical to our \foal of ensurin\f that no edible food \foes to landfill. \bith over a thousand stores across Australia, in urban, rural, re\fional and remote locations, we have developed a si\fnificant array of partnerships to \five every store the ability to donate surplus edible food, free of char\fe, to people in the local community who may be experiencin\f food insecurity.

The stron\f relationships between our supermarket team members and their local food relief a\fency drivers who collect our surplus fresh food are key to these partnerships. As Today’s Fresh Food People , we understand the importance of reducin\f food waste by havin\f the ri\fht amount of food on show, at the ri\fht time, at the ri\fht price and at optimal freshness, so that our customers can take it home and consume it all. But there is always a de\free of surplus food, and throu\fh our partnerships we can \fet this surplus to those who need it most.

Throu\fh our sponsorship, fundraisin\f and pro\fram support, we have been expandin\f our major food rescue partnerships for many years. \be donate the equivalent of over 24 million meals per year to food relief via our stores and distribution centres. One of our food rescue partners, OzHarvest, now operates in 16 cities, collectin\f and distributin\f the equivalent of 10 million meals per year, from 500 of our stores to over 1,400 national charities. \boolworths Group is also Foodbank’s lar\fest food donor and pro bono frei\fht provider, helpin\f them reach more than 2,400 charities. Our partnership with FareShare, operator of Australia’s two lar\fest charity kitchens, also continues to \frow, as we work to\fether to direct all our surplus food to where it is most needed. Food waste Embracin\f circular thinkin\f and the power of partnerships, we are makin\f chan\fes across all parts of our value chain to prevent edible food bein\f wasted and instead redistributed throu\fh our food rescue partners. Our \foal is zero food waste to landfill by 2025. PLANET Goal 2 Zero food waste to landfill by 2025 Progress \fe have a pos\bt\bve \bmpact on the planet Susta\bnable Development Goals     28WOOLWORTHS\fGROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Food Waste Goodman Fielder bread ba\fkhaulin\b Working with Goodman Fielder, o\fr vendor bread s\f\b\blier, we now have 382 Woolworths stores across A\fstralia diverting in ‑store baked (ISB) own brand bread from landfill. Goodman Fielder takes o\fr ISB bread away when they re\blenish a store and together with a third \barty make it into other \brod\fcts s\fch as \bet food, giving \fs a circ\flar economy sol\ftion for bread waste. The Odd B\fnch In 2015, as we began to a\f\fly c\brcular th\bnk\bng to our \frocesses, we launched ‘The Odd Bunch’, wh\bch su\f\forts local farmers and hel\fs reduce food waste. These are fru\bt and vegetables that may look less than \ferfect, but are st\bll h\bgh qual\bty. Over the \fast s\bx years, more than 40% of our customers have \furchased from the range. To date, more than 204,000 tonnes of The Odd Bunch fru\bt and vegetables were sold \bnstead of be\bng d\bverted to landfill. Goterra – a su\f\fessful ‘Proof of Con\fept’ investment In o\fr contin\fing efforts to divert food waste from landfill, we identified the need for an organics waste sol\ftion for those Woolworths S\f\bermarkets witho\ft access to Co\fncil‑\brovided services.

First, we cond\fcted a review of organic waste management across A\fstralia to inform o\fr decision on the location and technology for o\fr trial. The A\fstralian Ca\bital Territory (ACT) was chosen beca\fse of its lack of organics waste infrastr\fct\fre. We selected innovative Canberra‑ based start ‑\f\b, Goterra, as o\fr technology \bartner as it was able to acce\bt all s\fr\bl\fs food, regardless of \backaging or food ty\be. This cr\fcial factor meant stores did not have to sort or de ‑\backage food. Goterra’s Black Soldier Fly Larvae \brogram was the technology \fsed in o\fr trial. Food waste was fed to the larvae, which were s\fbseq\fently t\frned into a s\fstainable livestock feed. The \bilot was so s\fccessf\fl it now forms \bart of o\fr ACT stores’ b\fsiness as \fs\fal a\b\broach. Countdown Food Res\fue Summit Co\fntdown is committed to ind\fstry leadershi\b in the s\fstainable food resc\fe s\bace, once again bringing o\fr \bartners together for the 2021 Co\fntdown Food Resc\fe S\fmmit. This S\fmmit la\fnched the Aotearoa Food Resc\fe Alliance, which we are an advocate for, and s\bonsor of. In 2021, we \brovided more than $460,000(NZD) worth of f\fnding to food resc\fe organisations across Aotearoa to enable them to hel\b \fs achieve o\fr goal of zero food waste to landfill by 2025.

  For more information see the Co\fntdown S\fstainability Re\bort 2021. Battery and mobile \bhone recycling O\fr commitment to waste red\fction goes beyond food. A\fstralian battery recycling rates lag behind other advanced economies, where collection has traditionally been more accessible. A\fstralia c\frrently recycles aro\fnd 10% of ty\bical handheld ho\fsehold batteries com\bared to aro\fnd 40% in the UK and Germany. We have \bartnered with battery recycler Ecobatt to change this by offering new in ‑store battery collection \fnits set to rollo\ft nationwide.

Head of S\fstainability Woolworths Food Gro\f\b, Adrian C\fllen said: “ Often with the best of intentions, people can hold on to their \fsed batteries at home, with the plan of event\fally recyclin\b them. By offerin\b c\fstomers a convenient place to drop off batteries and phones as part of their re\b\flar weekly shop, not only can we prevent batteries \boin\b to landfill, b\ft also red\fce at home stockpiles which can be a safety risk .” With this \brogram going national Woolworths will offer the largest network of battery collection \fnits in A\fstralia. We’re ex\becting to collect \f\b to two million batteries a month based on the vol\fmes collected d\fring s\f\bermarket trials in 2020. 29WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Net positive carbon emissions by 2050 \fecognising that addressing c\bimate change is of critica\b importance to our business, and to economies both \boca\b and g\boba\b, we have set ourse\bves ambitious, but we be\bieve achievab\be, emissions reduction goa\bs as part of our Sustainabi\bity P\ban 2025. PLANET Goal 3 Net positive carbon emissions by 2050 Progress \fe have a positive impact on the planet S\bstainable Development Goals       19 % red\bction in o\br scope 3 emissions by 2030, compared to a 2015 baseline Aim to reach net positive emissions for o\br operations no later than 2050, and earlier if possible 6\f % red\bction in o\br scope 1 and 2 emissions by 2030, compared to a 2015 baseline Our e\bissions reduction co\b\bit\bents We wi\b\b reduce our scope 1 and 2 emissions by 63% from our 2015 base\bine by 2030 – this represents our direct operationa\b emissions and our emissions from e\bectricity use. This target has been ratified by the Science Based Targets initiative (SBTi), an independent g\boba\b body formed by the United Nations G\boba\b Compact, CDP, the Wor\bd \fesources Institute and the Wor\bd Wi\bd\bife Fund for Nature.

The SBTi assesses and approves companies’ targets through a scientific \bens, ensuring a\bignment with the Paris Agreement goa\b of \bimiting c\bimate change to an increase of 1.5 degrees above pre‑industria\b \beve\bs.

To achieve this target g\boba\b\by, it is forecast that net positive carbon emissions wi\b\b be required.

This is why we have set our 2050 (or ear\bier) goa\b, encompassing scope 1 and 2 emissions, to go beyond net zero.

Our ambition is to remove more emissions from the atmosphere than we are responsib\be for. Our strategies to achieve this wi\b\b continue to evo\bve over this time horizon and wi\b\b be communicated in our sustainabi\bity updates and annua\b reports.

Our main sources of scope 1 (direct) emissions inc\bude emissions from fugitive synthetic refrigerants, natura\b gas, transport fue\b, stationary LPG and diese\b for onsite back ‑up generators, whi\be our scope 2 (indirect) emissions are those associated with e\bectricity use. Purchased e\bectricity represents 82% of our combined scope 1 and 2 emissions, in F21 accounting for 1.91 mi\b\bion tonnes of carbon dioxide equiva\bent (CO 2e). The next most significant category being refrigerant gases.

This year, we emitted over 2.31 mi\b\bion tonnes of CO 2e from faci\bities across the Group (scope 1 and 2 emissions). Positive\by, our current emissions are 27% be\bow our 2015 base\bine. This continues our positive trend on emission reductions on both an abso\bute basis as we\b\b as an intensity measure.

We intend to reduce our scope 3 emissions by 19% from our 2015 base\bine. These represent the emissions in our va\bue chain. Our scope 3 emissions inc\bude fue\b consumption by our \bogistics transport, business trave\b and home de\bivery and tro\b\bey co\b\bection services. Our va\bue chains are comp\bex and we are working to improve our data to enab\be us to better understand our scope 3 emissions. Over the coming year, we wi\b\b define our approach to addressing our scope 3 emissions reduction target, in partnership with our supp\biers. 50 0 100 150 200 250 300 350 400 F15F 16F17F 18F19F 20F21F 22F23F 24F25F 26F27F 28F29F 30 500,000 0 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 Scope 2 Scope 1 SB\f tra\bectory – 1.5 \Bdegrees Emissions (tCO 2e) F21 update on SBTi Energy intensity (GJ/\b 2) 2.75 2 .742.58 2.66 2.54 2.40 2.34 0 .740.73 0.69 0.68 0.62 0.56 0.53 F15 F16 F17F18 F19F20 F21 Carbon intensity (tCO 2e/\b 2) Intensity based on stationa\5ry emissions on\by. 30WOOLWORTHS GROUP 2021 SUSTAINABILITY \fEPO\fT OVERVIEW SUMMARY Net positive carbon emissions by 2050 Emissions reduction initiatives \fighlights \brom our F21 emissions reduction initiatives include:

• Continued investment in our solar rollout program making use o\b our available roo\b space. This year we have reached over 44,000MWh o\b solar capacity across the network • Project Enlighten, completed this year, which upgraded lighting across our network with efficient LED lighting options, reducing our energy requirements • Our Energy Management Centre continues to proactively manage our energy use, identi\bying issues and trends be\bore they become problems or equipment \bailures. Refrigeration management Refrigeration remains a top priorit\f for Woolwort\bs Group, for its impact on t\be qualit\f and fres\bness of our food, as well as representing our second largest source of emissions. We continue to build on t\be foundational work of recent \fears during w\bic\b we undertook tec\bnolog\f interventions, suc\b as leak detection and management and new s\fstem installations. Overall, our refrigerant leakage \bas fallen 37% below our 2015 level, demonstrating significant ongoing improvements in t\bis area.

Over F21 we \bave continued our program to install new transcritical CO 2 s\fstems to now cover 55 stores, t\broug\b replacements, upgrades and new store installations. W\ben evaluating our existing s\fstems, our team balances factors, including leakage from older or problematic s\fstems, t\be t\fpe of current refrigerant gas in use, t\be expected remaining useful life and t\be escalating costs of replacement refrigerant gases. Transcritical is now considered t\be first and best option for refrigeration s\fstems for all new stores and refurbis\bments, alt\boug\b t\bis is balanced wit\b ot\ber factors in our decision making. Eac\b new transcritical s\fstem is estimated to save 100 tonnes of CO 2e per \fear per store.

Across t\be refrigeration industr\f, Woolwort\bs Group is investing in jobs for t\be future, wit\b new intakes of apprentices eac\b \fear building capabilit\f and capacit\f, and our program fostering greater gender and cultural diversit\f. T\bis s\bould increase s\fstem installation and maintenance capabilit\f outside of metropolitan areas.   See Refrigeration Apprentices\bip stor\f on page 8 for more information. Low carbon fleet ‘Eve’ and ‘Buzz’, our Electric Vehicles (EV), have continued to support supermarket deliveries in Sydney and Melbourne. They are proving the viability o\b EVs in this area, with payload and range continuing to per\borm to expectation. Eve and Buzz have been used to showcase what quieter delivery vehicles can achieve in support o\b delivery cur\bew flexibility and to remove vehicles \brom roads at congested times.

We will introduce new EVs \bor Woolworths Online to commence piloting their use \bor home deliveries in late 2021. 31WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Net positive carbon emissions by 2050 Green Star design Buildings and construction cause around 20\f or more of emissions in Australia and \bew Zealand. Recognising this, Woolworths Group has committed to all property developments achieving a 4 Star Green Star design and as ‑built rating. By 2025, we aim to have a 5 Star Green Star minimum standard, as we strive to have a positive impact on the planet.

In June 2021, Countdown opened what will be its first Green Star accredited store. Countdown Richmond, near \belson, was built with sustainability at the heart of both its construction and design. Recycled and more sustainable materials were a key feature of construction of the store.

Recycled aggregate was incorporated into the carpark asphalt, less steel was used (thanks to clever design work) and fly ash was incorporated into the foundations to reduce the amount of cement needed.

The store is Countdown’s first site with solar panels, which are expected to deliver between 10\f and 15\f of the energy needed to power the store. Other initiatives include doors on fridges to reduce energy use, a transcritical refrigeration system, digital shelf tickets to reduce paper going to landfill, water ‑efficient fixtures and fittings, an electric delivery truck and charger, plenty of EV chargers for customer cars and more bike parks.

Our new Melbourne fresh distribution centre has similarly been designed and built for 5 Star Green Star certification which is expected to be received in late 2021.

Features include:

• The use of solar to generate energy (1.5MW) to power the site • Electric charging points, powered by solar at the back docks, to enable temperature‑controlled trucks to power their chillers • The installation of the latest building management system to monitor energy consumption across the site and redistribute power where needed • Co ‑location with the Hilton meat plant, allowing for the use of an air bridge (equivalent to taking 6,000 trucks off the road).

We are working to deliver more 5 Star Green Star accredited distribution centres in late 2021, one in \bew Zealand and two in Australia. 32WOOLWORTHS GROUP 2021 SUSTAI\bABILITY REPORT OVERVIEW SUMMARY Agriculture is the backbone of our business, fro\f the fruit and vegetables sold weekl\b in Woolworths and Countdown Super\farkets, to the cotton used in our BIG W apparel. As a societ\b, we are depleting our land, water and soil faster than it can be replenished, and biodiversit\b is declining. Decades of intensive far\fing, without adequate stewardship, has reduced our planet’s abilit\b to store carbon and degraded our natural resources. Australia’s extre\fe weather conditions, including drought, floods and fire, have also i\fpacted the resilience of our land. With the world’s population projected to experience exponential growth b\b 2050, we need to find wa\bs to feed \fore people fro\f less. We understand the issues affecting our world, and are co\f\fitted to doing \fore.

Far\fers also understand these issues and together we can do \fore to protect our natural reserves. We have co\f\fitted to working with our far\fers, suppliers and other partners to conduct a review to understand the potential for adopting sustainable and regenerative agricultural practices across our fresh food suppl\b chain in high ‑risk areas. We’re working to co\fplete this review in F22, and publicl\b share an annual update on our actions as we i\fple\fent be\bond F22.

Across the Group, we continue to work to i\fprove the water efficienc\b of our operations.

Nationall\b, we have rolled out the installation of s\fart water \feters – now in 139 stores – connected to our Energ\b Manage\fent Centre.

These \feters allow us to identif\b leaks and other ano\falies. In F21, these have helped us to save around 23 \fillion litres of fresh drinking water, equating to nine Ol\b\fpic‑sized swi\f\fing pools. As we continue to use the \feters to collect insights into our usage patterns, our tea\f will set targets and continue to better \fanage consu\fption.

Responsible stewardship of natural resources We want to positivel\b i\fpact our planet, and are co\f\fitted to working with our far\fers, suppliers and the broader agricultural industr\b on the responsible stewardship of natural resources, including regenerative far\fing practices. We appl\b circular thinking to ever\bthing we do, viewing waste as a resource. PLANET Goal 4 Practise responsible stewardship of natural resources Progress \fe have a positive impact on the planet Sustainable \bevelopment Goals   Endeavour Drinks As part of our push to have a positive impact on the planet and apply circular thinking in our management practices, this past year, Endeavour \brinks’ \borrien Estate \finery and Vinpac Angaston bottling facility have implemented new initiatives which include:

• Commissioning a new joint wastewater treatment plant, currently treating wastewater from the winery for reuse as crop irrigation • \biverting 99% of waste from landfill. \fhile waste avoidance, reuse and recycling is prioritised, non-recyclable material at both sites is now processed at the SUEZ -ResourceCo facility in Adelaide, with the waste converted into processed engineered fuel that can be used to replace fossil fuels to generate energy • The installation of solar, with a combined total capacity of 1. 38M\f.

In addition, both sites have an environmental management system that is ISO 14001:2015 Environmental Management Systems certified.

Endeavour \brinks participates in the Barossa Regional Recycling project advisory group with local authorities and other members of the region’s wine industry.

It’s part of our work with industry to find sustainable solutions in communities where we operate. 33WOOLWORTHS\fGROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Product Building a better tomorrow through our \froducts means evolving the way we do business to embrace circular thin\bing – meaning all waste is a resource. It also involves ma\bing it easier for our customers to choose \froducts that are healthier, sustainably ‑sourced and res\fonsibly ‑\fac\baged.

Australia’s Healthiest Super\farket Ow\b Bra\bds 1 All pal\f oil i\b ow\b bra\bd food supported by the productio\b of sustai\bable pal\f oil First Australia\b a\bd New Zeala\bd retailer to achieve Tier 2 in the global Business Benchmark on Farm \fnimal Welfare Plastic packagi\bg re\foved fro\f circulatio\b >6,000 t compare\b to F18 our baseline year 1 According to The George Institute for Global Health’s FoodSwitch: State of the Food Su\f\fly re\fort (August 2020) based on mean Heal\hth Star Rating com\fared with Coles, Aldi and IGA. 34WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT SUMMARY Healthier choices We will make healthier choices easier for our customers. We will \frovide ins\firation and healthier alternatives across our stores and online\b to grow healthier \froducts in our customers’ baskets at a faster rate than less healthy choices. Furthermore\b we will create meaningful initiatives that su\f\fort\b ins\fire and educate our customers to establish healthier eating habits. In recent years we have reformulated our Woolworths Own Brand and Countdown Own Brand \froducts and added more whole grains and vegetables to our range.

This has resulted in:

PRODUCT Goal 1 Materially increase healthier choices in our customers’ baskets Progress \fe act like a leader and speak up on issues that matter Sustainable \bevelopment Goal Our customers care about health\b a trend only accelerated by COVID ‑19 – which 60% of Australians say has encouraged them to seek out healthier \froducts 1.

In res\fonse\b our Sustainability Plan 2025 includes a number of ambitious health commitments su\f\forting our goal to materially increase healthier choices in our customers’ baskets. To hel\f am\flify our health strategy\b in November 2020\b we formed our Health Guild\b which brings together business leaders across different teams to hel\f us achieve our ambition of making healthier choices easier for our customers.

New ow\f bra\fd \bealt\b commitme\fts We continue to su\f\fort our customers to make healthier choices through clear and trans\farent labelling\b and have introduced a number of voluntary commitments to ensure we market our own brand \froducts res\fonsibly\b \farticularly when it comes to children. By 2025\b we will only use characters\b gra\fhics or activities that could be \ferceived as \frimarily a\f\fealing to children on healthier \froduct \fackaging.

In the Woolworths Annual Food and Health Survey 2020\b over one quarter (26%) of customers said removing nutrition claims from \froducts that were unhealthy was an im\fortant initiative which could hel\f them make healthier choices 1. In res\fonse\b we introduced more stringent internal \folicies to ensure nutrition claims are used res\fonsibly.

Woolworths and Countdown su\fermarkets dis\flay the Health Star Rating on all eligible own brand \froducts\b using this as a tool to hel\f drive \fositive reformulation and healthier \froduct develo\fment. Develo\fing healthier \froducts We know our customers want us to make healthier eating easier for them and their families\b and we are firmly committed to delivering on this need.

We continue to work towards the voluntary reformulation targets set by the Australian Government’s Healthy Food Partnershi\f\b and the New Zealand Heart Foundation’s HeartSAFE \frogram\b to im\frove the nutritional quality of our own brand \froducts in Woolworths and Countdown. To date\b 74% of Countdown Own Brand \froducts meet the HeartSAFE targets.

We also continue to work towards our own internal nutrition standards set by our team of qualified nutritionists – see table on the right.

In res\fonse to our customers’ concern about artificial flavours and colours\b we embarked on a three ‑year \froject to remove these ingredients from Countdown’s in ‑store baked goods.

The new reci\fes for more than 60 \froducts underwent months of testing to ensure there was no reduction in taste\b overall a\f\fearance and shelf life. In marking this milestone in August 2020\b our belief is that we were the only national bakery in New Zealand baking without artificial flavours or colours. In Australia\b Woolworths has been free of artificial colours and flavours across our own brand range since 2017. Australia 2 New Zeala\fd 3 Less salt 99 t 3t Less saturated fat 155 t 10t Less sugar 269 t 9t More whole grain 5,600 t\f /a More vegetables 4 607 t 101t 2 Figures are total of \fast four years.

3 Figures are total of \fast three years.

4 Figures are total of \fast year.

1 IPSOS. Woolworths Food & Health Survey. 2020. 35WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Healthier Choices Supporting healthier choices Digital In Decem\fer 2020, \boolworths launched Healthier Options , an online tool availa\fle on select product pages, to make it easier for customers to identify similar, healthier alternatives when shopping online (\fased on the Australian Government’s Health Star Rating system).

To help inspire our customers to make healthier choices, we include hundreds of healthier recipes on our we\fsite, continuing to add more.

\be are also progressively adding nutrition information to all of our recipes, as well as relevant dietary and lifestyle tags, such as gluten ‑free, vegan, vegetarian and high fi\fre.

Affordability \be know that \fudget is a \farrier to healthy eating for more than one third of Australians 1, so we’re helping to make healthier choices more afforda\fle \fy offering hundreds of healthier products on low prices nationally, such as Macro Organic Frozen Rasp\ferries and \boolworths Rolled Oats.

\fealthyLi\be \be’re launching a new online \fusiness, known as HealthyLife, to accelerate providing customers with health and wellness advice, experiences, services and products. This holistic health destination will \fe powered \fy personalised experiences, health and wellness services and a tailored range of nutritional supplements, vitamins and organic products, all \facked \fy a qualified Health Advisory Board. Encouraging Aussie kids to \fe healthier Free Fruit \bor Kids Our Free Fruit for Kids program continues in all our supermarkets across Australia. This past year, we gave away more than 16 million pieces of free fruit, proudly reaching the milestone of providing more than 100 million pieces of free fruit to kids since program launch in 2015.

Woolworths Centre \bor Childhood Nutrition Research The \boolworths Centre for Childhood Nutrition Research (\bCCNR) is a $5 million research centre which, in partnership with the Children’s Hospital Foundation, harnesses the com\fined resources of experts to make an impact on childhood nutrition. To date, the \bCCNR has invested in multiple research projects, such as diet impact on early life micro\fiome and food allergy prevention, which focus on improving the nutritional health of all Australian children. The research findings will \fe translated into practical evidence ‑\fased strategies to help families consume healthier diets.

Junior sports This year, \boolworths Supermarkets continued to proudly partner with key sports organisations to help inspire and support the health of Australian children. These included Cricket Australia, Surfing Australia and Net\fall Australia.

In F21, $228,000 worth of grants were given to local net\fall clu\fs and associations to help support kids keeping active.

Over 8,000 children participated in \boolworths Cricket Blast program through the \boolworths Community Fund. 1 IPSOS. \boolworths Food & Health Survey. 2020. 36WOOLWORT\fS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Sustainable packaging In seeking to positively i\fpact our planet, we are partnering wit\b industry to reduce t\be use of virgin plastic and increase t\be a\fount of recycled content in our own brand packaging, w\bile \faking it easier for our custo\fers to recycle and influencing our value c\bain to do t\be sa\fe.

Our custo\fers tell us t\bat one of t\beir top concerns is packaging waste; plastic waste, in particular. We are focused on eli\finating plastic w\berever possible, and working towards closing t\be loop by encouraging recycling t\broug\b design, tec\bnology and clear co\f\funication to our custo\fers and suppliers.

Woolwort\bs Group is working towards transitioning our entire own brand range to recyclable, co\fpostable or reusable packaging by 2023 (by 2025 in NZ). Since F18, we’ve re\foved \fore t\ban 6,000 tonnes of plastic packaging fro\f circulation co\fpared to our baseline year.

(Also reported as 9,000 tonnes based on total avoided since F18).

T\be packaging \bas been c\banged on \fore t\ban 550 products, w\bic\b \bas seen al\fost 800 tonnes of plastic re\foved fro\f produce, around 600 tonnes fro\f bakery products and approxi\fately 700 tonnes yearly fro\f \filk bottles since 2018. We continue to drive our co\f\fit\fents on our own brand packaging over t\be co\fing years t\broug\b initiatives, including:

2023   100% of own brand packaging widely recyclable, reusable or co\fpostable 2024   \balve t\be use of new (virgin) plastic packaging (by weig\bt against a 2018 baseline) 2025   use an average of 60% recycled \faterial in packaging Beyond our own operations, we ai\f to lead by partnering wit\b industry. In May 2021, we beca\fe a founding \fe\fber of t\be Australia, New Zealand and Pacific Islands Plastics Pact (ANZPAC), w\bic\b brings t\be industry, at every level of t\be supply c\bain, toget\ber in t\be pursuit of a s\bared set of plastic reduction targets and w\bose \fission is “Together, through shared knowledge, invest\fent and industry-led innovation, we will i\fple\fent solutions tailored to \bustralia, New Zealand and the Pacific Islands region. ” Woolwort\bs Group’s co\f\fit\fents, as outlined in our Sustainability Plan 2025, align wit\b t\be targets set by ANZPAC. We see working toget\ber as an entire industry, and region, as critical to identifying and i\fple\fenting solutions to reduce plastic waste.

Given our national presence, we also play an i\fportant role in providing our custo\fers wit\b access to in ‑store recycling initiatives. We participate in long‑ter\f initiatives, suc\b as REDcycle, and are trialling new approac\bes, including our partners\bip wit\b Sc\bwarzkopf, Fairy and L’OR to provide a recycling kiosk for e\fpty \bair, beauty, \bo\fe cleaning and coffee products.

We \bave also updated our own brand products wit\b t\be Australasian Recycling Label (ARL), \faking it easy for custo\fers to see w\bic\b ele\fents can be recycled. Wit\b t\be ARL already displayed on 65% of our own brand, we’re well on our way to ac\bieving our co\f\fit\fent of 100% by 2023.

T\be nu\fber one c\ballenge to our business in plastics packaging continues to be fruit and vegetables. More t\ban any ot\ber product category, packaging is a critical part of food safety and quality, protecting produce in transit, extending s\belf life and reducing food waste. We continue to trial innovative solutions in t\bis space. For exa\fple, in F22 we will run a 13 ‑week trial on our 1kg bags of apples, replacing 100% of t\be rigid and flexible plastic currently used to wrap products wit\b FSC ‑certified fibre board. Cotton tips We’ve replaced the plastic stems of cotton tips \fith paper and sugarcane across our o\fn brand range\b saving almost 500 million pieces of plastic yearly.

E-receipts We launched e-receipts \fithin Everyday Re\fards in June 2020 and already 250\b000 Wool\forths shoppers have cut paper receipts from their supermarket shop for good. Going paperless saves on average 13 metres of paper per customer every year.

\fan Murph\b’s box Dan Murphy’s Mornington East Wine Merchant Michael Zitzlaff came up \fith a solution to reuse \fine box dividers\b by putting them aside for local \finemakers. This circular economy initiative\b no\f rolled out to about 10 Dan Murphy’s stores in Victoria\b is not only great for the environment but \fith 12\b800 carton dividers already being reused\b it’s a cost saving for local \fineries.

Product snaps\bots PRO\fUCT Goal 2 100% of o\fn brand packaging is sustainable Progress We apply circular thinking in everything \fe do Sustainable Development Goal 37WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Sustainable Packaging Refill stations in-sto\fe As we continue to ex\blo\fe ways to enable custome\fs to \feduce \blastic waste and save money, we a\fe t\fialling ou\f fi\fst cleaning \b\foduct \fefill stations. In Woolwo\fths B\fickwo\fks in Victo\fia, and Woolwo\fths West End in Queensland, custome\fs can \fefill thei\f bottles with th\fee \b\foducts f\fom the Mac\fo Whole Living Range – laund\fy liquid, multi\bu\f\bose su\fface cleane\f and dishwashing liquid. Fu\fthe\f, each kitchen and multi\bu\f\bose bottle f\fom Mac\fo Whole Living is manufactu\fed f\fom 100% \fecycled mate\fial, while the laund\fy bottle is made f\fom 75% \fecycled mate\fial. Collaborating to reduce hard to recycle materials \fo achieve our goal of making \backaging more sustainable, we’re committed to collaborating with our trading \bartners, government and industry to reduce waste and transition our business to a circular economy. We not only want to im\brove our own brand \backaging but influence our whole value chain to ex\blore more sustainable solutions.

\fo this end, in F21, we launched the ‘Woolworths Grou\b – Packaging Preferred Materials List and Format Guidelines’.

Develo\bed in consultation with the Australian Packaging Covenant Organisation, we have shared it with our own brand and vendor branded su\b\bliers to su\b\bort their \backaging \blans by considering \broblematic and \breferred \backaging materials.

\fhe Guidelines \brovide a hel\bful tool as we work towards \bhasing out the hardest to recycle materials from all \backaging by 2025 in line with the Australian Government’s 2025 National Packaging \fargets.

\fhe Guidelines categorises \backaging materials based on how easily recyclable they are:

  ‘Red’ = avoid using since customers cannot easily recycle. Phase out by 2025. For exam\ble, carbon black \blastic, cardboard coated with wax.

  ‘Amber’ = when functional requirements mean ‘Green’ materials are not an o\btion. For exam\ble, coloured rigid \blastics, liquid \ba\ber board.

  ‘Green’ = \backaging materials and characteristics which are widely recyclable in Australia and New Zealand. For exam\ble, PE\f, clear glass, corrugated cardboard. Recyclable meat trays In 2020, s\becific red meat ranges became the latest category in our own brand to move towards more sustainable \backaging. \fhe new \backaging uses 75% less \blastic than \breviously and will eliminate 114.8 tonnes of \blastic from the su\b\bly chain yearly through the use of FSC ‑certified board. Unlike some meat trays, customers can recycle the new \ba\ber trays in their kerbside recycling bin by sim\bly \beeling back the vacuum films used to seal the meat. Australian made \ba\ber bags In res\bonse to customer demand, in 2020, we introduced Woolworths \ba\ber sho\b\bing bags, which are easily recyclable at home. We’ve continued to work with our \bartner, Det\bak, on a solution to transition to 100% Australian manufacturing, which launched in stores across South Australia and the Northern \ferritory in December 2020.

We are already halfway through the rollout, which will see these locally ‑made bags available in every Woolworths store across Australia. \fhe bags, made from 70% recycled \ba\ber, are sourced res\bonsibly, su\b\borting sustainable forestry.

Our \bartnershi\b with Det\bak has also increased local manufacturing ca\bacity, with the com\bany commissioning additional machines to double its local \broduction ca\bacity, and creating 25 new jobs. 38WOO\fWORTHS GROU\b 2021 SUS\fAINABILI\fY REPOR\f OVERVIEW SUMMARY Sustainable sourcing Aligned with our goal to \fositively im\fact our \flanet and leverage our \fartnershi\fs \bor change, we’re working to make it easier \bor customers to make sustainable choices – by ensuring high ‑im\fact commodities are sourced sustainably through su\f\fliers that have low risk o\b negative social and environmental im\facts, such as de\borestation, climate change and ex\floitative working conditions. PRODUCT Goal 3 100% of own brand sourcing is sustainabl\f Progress W\f hav\f a \bositiv\f im\bact on th\f \blan\ft Sustainabl\f D\fv\flo\bm\fnt Goals     Palm oil 100% o\b \falm (kernel) oil used in Woolworths’ Own Brand \bood \froducts su\f\forts the \froduction o\b Roundtable on Sustainable Palm Oil (RSPO) certified sustainable \falm (kernel) oil. In F21, 98.56% o\b the volume o\b \falm (kernel) oil in own brand \bood \froducts was inde\fendently certified, and the remaining 1.44% su\f\forted the \froduction o\b Certified Sustainable Palm Oil (CSPO) through the use o\b RSPO credits.

In F21, our Palm Oil Policy was u\fdated to \burther reduce the risk o\b de\borestation in \falm oil su\f\fly chains by:

• Transitioning to CSPO in all own brand non ‑\bood \froducts, such as cleaners and \fersonal care \froducts • Transitioning to segregated \falm oil in Macro‑branded \bood \froducts to \burther reduce the risk o\b de\borestation stemming \brom \falm oil \froduction • Introducing on ‑\fack labelling o\b sustainably‑sourced \falm oil on high‑volume \froducts. Macro \fhole L\bv\bng Macro Whol\f Living is our first rang\f of own brand non-food \broducts to launch in lin\f with our u\bdat\fd Palm Oil Policy. Th\f \balm -bas\fd d\frivativ\fs us\fd in th\f formulations ar\f from RSPO-c\frtifi\fd sourc\fs.

This su\b\borts a low risk of d\ffor\fstation and oth\fr social and \fnvironm\fntal risks surrounding \balm oil \broduction. Soy This year, our Soy Policy has been develo\fed to make sure high ‑risk/ high‑volume soy used in all own brand \froducts and livestock \beed does not contribute to de\borestation.

Woolworths Grou\f has become a member o\b the Roundtable on Res\fonsible Soy (RTRS), a multi ‑stakeholder organisation \fromoting the growth o\b \froduction, trade and use o\b res\fonsible soy. It does this through \bacilitating dialogue, and the im\flementation o\b a global certification standard.

Certified sustainable soy is an emerging commodity in the Oceanic Region, and we are leading on this issue by engaging with the whole value chain, \brom growers to \froduct manu\bacturers, to convey our ex\fectations and seek assurance that Woolworths Grou\f will su\f\fort the \froduction o\b sustainable soy.

In F21, we calculated our \boot\frint o\b high ‑volume soy \froduct ingredients (\bor exam\fle, soy in to\bu, soy milk, edamame beans). This will allow \bor the identification o\b high ‑risk soy contained within own brand su\f\fly chain and in\borm our \friority areas \bor action.

Over F22, our main areas o\b \bocus are \boot\frinting volumes o\b soy in livestock \beed, im\froving re\forting ca\fability \bor soy derivatives and su\f\forting the su\f\fly chain through advocating \bor the increase in availability o\b low ‑risk soy. 39\fOOL\fORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIE\f SUMMARY Sustainable Sourcing Tea, coffee, cocoa and sugar Last year, we met our \f0\f0 Sustaina\bility Commitment to have all Woolworths Own Brand coffee, tea, cocoa and sugar products sourced sustaina\bly and certified through Rainforest Alliance, Fairtrade or Bonsucro Certification. We have worked hard over the last year to maintain these commitment levels. Our Sustaina\bility Plan \f0\f5 outlines how we will extend this commitment to include ingredients in all our own \brand products, supporting this transition with increased industry engagement and customer awareness. For instance, our Woolworths World Environment Day \f0\f1 campaign incorporated multiple sustaina\bility messaging across various communications touchpoints, such as digital, out of home, and national newspapers over eight weeks.

Our High ‑Impact Commodities Policy has \been updated, and will inform the Group’s focus on sourcing these commodities sustaina\bly at the ingredient level. This will amplify our commitment to protect forests, rivers, soils and \biodiversity, as well as improving the quality of life of farming communities. Paper, pulp and tim\ber 100% of our own \brand products containing over 5% paper, pulp and tim\ber (for example own \brand tissues, toilet paper and kitchen towels) have met our net ‑zero deforestation commitment of \being manufactured from independently‑certified sources, or at least 95% post‑consumer recycled content.

Our Paper, Pulp and Tim\ber Policy has \been updated to drive an increased focus on fi\bre ‑\based packaging. All primary and secondary packaging in high ‑volume own \brand products, such as cereal \boxes, long life milk and egg cartons, have \been sustaina\bly ‑sourced either through independently ‑certified or recycled sources. All other own \brand product packaging will meet this commitment \by the end of \f0\f5. Cotton We are committed to using cotton that has \been produced sustaina\bly and responsi\bly, and encouraging the use of recycled and reclaimed cotton wherever possi\ble. The majority of cotton across Woolworths Group is utilised in BIG W’s Own Brand apparel.

In early \f0\f1, BIG W esta\blished a Cotton Sourcing Steering Committee to govern the Cotton Tracea\bility Working Group.

This past year, the Working Group conducted a review of our current procedures for cotton sourcing and found:

• All sourcing divisions have full visi\bility over direct Tier 1 suppliers of finished goods • We continue to gain visi\bility over Tier \f suppliers • We have tracea\bility procedures for certified products with a sustaina\bility claim.

In response, we have:

• Developed an approach to supply chain mapping • Developed a Cotton Sourcing Policy, for release in the H1 of F\f\f • Esta\blished an internal Cotton Tracing Protocol to support the implementation of the Policy. Sustainably sourc\fd singl\f-ingr\fdi\fnt o\bn brand products in Australia Te a 100 % Cocoa 100% Coffee 100% Sugar 100% B\ftt\fr Cotton Initiativ\f \fn February 2\b21, we announced B\fG W’s membership of the Better Cotton \fnitiative (BC\f). According to BC\f, less than 25% of cotton is grown in a way that actively protects farmers, people, the environment and the sector’s future.

BC\f is a global not-for-profit organisation, with the largest cotton sustainability program in the world.

B\fG W’s partnership with BC\f demonstrates our ongoing commitment to sourcing more sustainable cotton across our entire business, starting with B\fG W’s Own Brand clothing, bedding and towel ranges. We’re committed to improving cotton farming practices globally, and bringing shoppers sustainable cotton products. 40WOOLWORTHS GROUP \f0\f1 SUSTAINABILITY REPORT OVERVIEW SUMMARY Lead the future of protein Animal welfare is of fundamental \fon\fern to us, our partners and many of our \fustomers, so we’re \fommitted to \fontinuin\b to work with our farmers and partners to promote \bood animal welfare mana\bement in our supply \fhain. Fifteen per\fent of Australia’s \breenhouse \bas emissions are livesto\fk ‑related, and we share our \fustomers’ \fon\ferns about the environmental impa\fts of protein. We intend to make it easier for our \fustomers to eat sustainably and affordably throu\bh a balan\fed diet of animal, plant and novel proteins. Animal Welfare Principle\f: Five Freedoms PRODU\bT Goal 4 Lead the Future of Protein Progre\f\f We have a positive i\fpact on the planet Sustaina\ble Develop\fent Goal   Animal welfare The Woolworths Group Animal Welfare Poli\fy sets out our minimum sour\fin\b requirements and expe\ftations for our own brand dairy (fresh milk), beef, lamb, poultry, e\b\bs, pork and seafood produ\fts. Our approa\fh is based on, and endorses, the Five Freedoms, proposed by the Farm Animal Welfare Committee.

In F21, we’ve \fontinued to pro\bress and influen\fe best pra\fti\fe, \fonsultin\b with a number of industry representatives su\fh as veterinarians, a\fademi\fs, \bovernment representatives, trainin\b providers su\fh as RSPCA Australia, Compassion in World Farmin\b (CIWF), World Animal Prote\ftion and many other stakeholders to ensure that animal welfare in our supply \fhain is not \fompromised.

Business Ben\fhmark on Farm Animal Welfare Woolworths Group pro\bressed to Tier 2 on the \blobal 2020 Business Ben\fhmark on Farm Animal Welfare (BBFAW), up from Tier 3. This positions us as the leadin\b retailer in Australia and New Zealand in this area. We are one of only 23 \fompanies \blobally with Tier 2 rankin\b.

Our aspiration is to a\fhieve Tier 1 status, the hi\bhest tier, by 2025. The BBFAW attributes our shift to Tier 2 to our improved s\fore in the mana\bement \fommitment, \bovernan\fe and mana\bement, performan\fe reportin\b and impa\ft areas. Spe\fifi\fally noted was our Board ‑level responsibility for farm animal welfare and our move to publish si\bnifi\fantly more detail on our performan\fe in relation to farm animal welfare a\fross our supply \fhain. Read more here .

F21 hi\bhli\bhts Over the past year, our Animal Welfare team in Australia has:

• Pro\bressed to 32% of all own brand produ\fts \fontainin\b e\b\b from \fa\be free sour\fes • Created independent animal welfare trainin\b in \follaboration with AusMeat and provided it to all Woolworths livesto\fk, pro\fessin\b and sustainable sour\fin\b teams • Initiated a partnership with FAI Farms Limited, \blobal independent animal welfare and sustainability \fonsultants, to review our animal welfare ‑metri\fs. FAI provides independent review, input and support to our animal welfare poli\fies and pro\fedures • Awarded our Sustainability Supplier of the Year to pork supplier, Rivalea, for its hi\bh animal welfare standards and impressive \farbon redu\ftion innovations. 1 Freedo\f fro\f hunger and thirst 2 Freedo\f fro\f disco\ffort 3 Freedo\f fro\f pain, injury or disease 4 Freedo\f to express nor\fal \behaviour 5 Freedo\f fro\f fear and distress 41WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Woolworths and the RS\fCA Approved \barming Scheme In 2014, we proudly launc\fed Woolwort\fs \bwn Brand fres\f RSPCA Approved c\ficken. Since t\fen, we \fave worked closely wit\f our suppliers and \fundreds of dedicated farmers to bring our s\foppers 100% RSPCA Approved c\ficken t\froug\fout our own brand fres\f c\ficken range, as well as products w\fere c\ficken is used as an ingredient. For C\fristmas 2020, we expanded our RSPCA Approved range wit\f all Woolwort\fs \bwn Brand fres\f w\fole turkey coming from RSPCA Approved farms for t\fe first time.

“Woolworths’ participation in the RS\fCA Approve\b Farming Scheme means farms supplying the supermarket un\bergo a robust certification process an\b millions of bir\bs are reare\b with a focus on animal welfare every year. Because of this commitment by Woolworths an\b their suppliers, it’s easier than ever for customers to support better farming by choosing certifie\b higher welfare RS\fCA Approve\b chicken an\b turkey when they shop.” Ric\fard Mussell, RSPCA Australia CE\b. Lead the Future of Protein Animal Welfare Horizon’s Fund In Novem\fer 2020, \be launched the Wool\borths Animal Welfare Horizon’s Fund to support our suppliers and farmers to improve the lives of animals \bithin our supply chain.

The Fund’s purpose is to help support research and development for suppliers to address \belfare opportunities, challenges, projects, and initiatives.

The fund assists suppliers in tackling issues associated \bith animal \belfare, \bith the ultimate goal of having a positive effect on the animals \bithin the supply chain. It \bill promote animal \belfare do\bnstream of the supply chain, including initiatives on farms and at a\fattoirs.

In the first funding round \be a\barded a total of $100,000 to three projects. Responsibly sourced seafood As an Australian supermarket wit\f a large seafood range, we are committed to working wit\f industry to fis\f more sustainably, to avoid furt\fer decline in fis\f stocks and \farm to t\fe marine environment. We \fave reviewed recent concerns raised on t\fe topic of sustainable seafood practices and we continue to work across our supply c\fain to understand and resolve c\fallenges under our sustainable seafood initiatives.

\bur Sustainability Plan 2025 maps our aspiration to \fave 100% of own brand seafood ecologically responsibly sourced.

T\fis past year \fas seen us continue to progress towards ac\fieving t\fis commitment wit\f 100% of own brand canned seafood meeting our Seafood Sourcing Policy. In t\fis range, we are proud of our Woolwort\fs Smoked \bysters for receiving t\fe \fig\fly commended Best Responsible Seafood Product – ASC award, in t\fe Sustainable Seafood Awards Australia 2021.

For our fres\f packaged, frozen and be\find t\fe counter seafood products, we are pleased to report t\fat we are continuing to add to our sustainable seafood offering. As we enter t\fe fourt\f year of our relations\fip wit\f WWF, we \fave commissioned t\fe Ecological Sustainable Evaluation of Seafood (ESES) assessments for our Australian oyster supply. T\fis will be one of t\fe many milestones we deliver on our journey to ac\fieve our fres\f packaged, frozen and be\find t\fe counter own brand seafood commitment by t\fe end of F22. Woolworths Ocean \fool \bund Woolwort\fs \bcean Pool Fund’s mission is to \felp support t\fe environmental performance of t\fe Australian Seafood Industry t\froug\f traceability, data capture, certification, process improvements and education.

T\fe Fund, developed in collaboration wit\f WWF, is part of our t\free ‑year partners\fip to support our suppliers on t\feir journey towards a more sustainable seafood industry.

Wit\f $160,000 to award, t\fe Fund received an outstanding calibre of applications, and t\fis year awarded funds to t\free suppliers to \felp support t\fe environmental performance of t\fe Australian Seafood Industry.

“We are prou\b to work with Woolworths on their journey to ensuring they only source ecologically responsible seafoo\b.

Together, we are working to improve supply chain management an\b minimise impacts on our oceans an\b marine life. This is an ambitious commitment an\b it’s heartening to see a major retailer like Woolworths taking the steps to help buil\b a more responsible seafoo\b in\bustry.” Dermot \b’Gorman CE\b, WWF Australia. 42WOOLWORTHS GROU\f 2021 SUSTAINABILITY REP\bRT OVERVIEW SUMMARY FutureFeed Woolworths Group is proud to be an investor in \future\feed, the compan\b set to help fight climate change b\b having a big impact on methane emissions from livestock.

Developed b\b industr\b leaders, CSIRO, Meat & Livestock Australia and James Cook Universit\b, \future\feed is commercialising the use of a species of red seaweed, Asparagopsis, as a feed ingredient for livestock. Asparagopsis has been proven to lower methane emissions from cattle b\b over 80% at low inclusion rates, with some studies showing near elimination of methane production \feed energ\b, otherwise lost as methane emissions, can be redirected and studies have demonstrated that average dail\b weight gain performance and feed conversion efficienc\b can be significantl\b improved using low levels of Asparagopsis. With farmers adding Asparagopsis to their feed, we can target two of the biggest challenges of our time:

fighting climate change and growing more food with fewer resources. Lead the \future of Protein Plantitude, plant based deliciousness Launched in 2019, Woolworths Plantitude offers a range of delicious plant based products to customers looking to reduce their intake of animal products and bi-products. The range consists of over 25 products, including read\b meal solutions, frozen desserts cakes, with more products launching throughout \f22. Animal welfare achievemen\fs 100 % Woolworths Own Brand whole shell eggs are cage-free \b3% Non Woolworths brand whole shell eggs are cage free 100 % Woolworths Own Brand fresh chicken and chicken used as an ingredient in Woolworths Own Brand products comes from RSPCA Approved farms 1 100 % Whole fresh Christmas turke\bs are RSPCA Approved 100% Macro free-range fresh and ingredient chicken and whole Christmas turke\bs are certified to the \free Range Eggs and Poultr\b Australia (\fREPA) standard 100 % \fresh free-range pork is certified APIQ free-range 1 \fxcludes pet food, gra\by, and stocks. Our small numbe\1r of imported canned and boxed chicken products are certified by independent foreign accreditations. 43WOOLWORTHS GROUP 2021 SUSTAINABILITY R\fPORT OVERVIEW SUMMARY Responsible service and consumption of alco\fol and gaming On 2\b June 2021, Woolwort\fs Group and Endeavour Group, incorporating t\fe previously known Woolwort\fs Drinks Business and ALH Group, demerged. As our relations\fip moves from owners\fip to partners\fip we’ll continue to partner wit\f Endeavour into t\fe future to create better experiences toget\fer for a better tomorrow. Post demerger, Woolwort\fs Group will continue to sell alco\fol in our New Zealand operations t\froug\f Countdown.

T\fis past year Woolwort\fs Group \fas remained focused on our intent to lead t\fe industry to ac\fieve a position of best practice and \fig\f standards of responsible be\faviour, particularly in t\fe responsible service of alco\fol and t\fe responsible conduct of gambling.

Responsible service of alco\fol As part of living our purpose, Endeavour Group is committed to being t\fe national leader in responsible service of alco\fol. In addition to t\fe minimum statutory obligations, we \fave implemented a wide range of voluntary measures for managing and mitigating issues related to responsible service of alco\fol and t\fe ranging, sale and marketing of alco\fol, demonstrating our leaders\fip.

We ad\fere to all applicable regulatory obligations, and go beyond regulatory compliance in many ways, including:

• Asking for ID if a s\fopper looks under t\fe age of 25 (ID25) • Operating an independent review of ID25 compliance at all BWS and Dan Murp\fy’s sites, as well as our online business. Every BWS store is tested twice a year, and Dan Murp\fy’s stores are tested every eig\ft weeks • Seeking to stop secondary supply t\froug\f t\fe “Don’t Buy It for T\fem” policy and awareness campaign • Supporting campaigns for responsible drinking e.g. DrinkWise Australia cultural c\fange programs and labelling initiatives, and t\fe C\foose to DrinkWise retail campaign • Refusing service if a young s\fopper is in sc\fool uniform.

Liquor Accords Porta\f Endeavour Group is active in local Liquor Accords w\fere t\fey exist.

Our internal Liquor Accords Portal is a platform t\fat connects store teams wit\f information and resources provided by Liquor Accords across Australia.

T\fe portal \fas empowered store teams to drive community engagement wit\f ot\fer local industry representatives, businesses, council and local police.

On\fine A\fco\bo\f Sa\fe and De\fivery Code of Conduct Using our internal responsible service of alco\fol policies as t\fe foundation, we \fave worked wit\f Retail Drinks Australia (RDA) to develop an industry applicable Online Alco\fol Sale and Delivery Code of Conduct.

T\fis document is now adopted by all RDA members.

T\fis year, Endeavour Group was invited by t\fe International Alliance for Responsible Drinking to be t\fe sole Australian retail participant in an international partners\fip to develop standards for online sales of alco\fol globally. PRODUCT Goal 5 Lead the responsible service and consumption o\f alcohol and gaming Progress We act like a leader and speak up on issues that matter \bustainable Development Goal 44WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY Responsible service and consumption of alco\fol and gaming Alcoholic Beverage Adver\fising Code \bABAC) As a signatory, since 2013, to the \foluntary ABA\b, our ad\fertising campaigns and own brand packaging aim to meet community standards. Our own ad\fertising and packaging are subject to the ABA\b re\fiew and complaints process to make sure that we do not target young people, nor will we stock any product if its ad\fertising and packaging e\fidently appeals to young people, or encourages excessi\fe consumption. Endea\four Group regularly engages with ABA\b’s management committee regarding changes in ad\fertising platforms. We submit the majority of our marketing campaigns to the ABA\b Alcohol Ad\fertising Pre‑Vetting Ser\fice, which considers whether our marketing plan executions are consistent with ABA\b standards.

DrinkWise We are a funding supporter of DrinkWise – an independent, not‑for‑profit organisation whose primary focus is to help bring about a healthier and safer drinking culture in Australia. To promote such significant beha\fioural changes, DrinkWise de\felops and implements a range of national information and education campaigns, as well as pro\fiding practical resources to help inform and support the community about alcohol use.

  For more information on \bountdown’s approach see page 46 of \bountdown Sustainability Report 2021. Responsible gambling Our hotels, under the Australian Leisure and Hospitality Group (ALH), work to pro\fide a safe and supporti\fe en\fironment at all of its \fenues so its customers make informed decisions about gambling, and timely appropriate assistance and information are pro\fided. Problem gambling is a serious community issue, and we ha\fe taken numerous steps to enhance responsible gambling practices.

These include:

• Facial recognition technology in South Australian \fenues • Voluntary pre‑commitment in the in‑house Monty’s Rewards app • Enhanced training • \bOVID‑19 compliance to the highest standard We engaged the Responsible Gambling \bouncil of \banada (RG\b\b) to pro\fide an independent \fiew on Endea\four Group’s responsible gambling practices. RG\b\b is a respected, independent non‑profit organisation that has been a global leader in the pre\fention of problem gambling in \banada and the rest of the world for more than 35 years and has been engaged by operators in the United Kingdom and Singapore to pro\fide a similar re\fiew.

As a result of that re\fiew, we ha\fe committed to and implemented a range of best practices, including:

• Enhanced training programs to assist the gambling team with customer care; and promote \foluntary pre‑commitment to gambling limits by customers • Enhancements to pri\facy training and procedures • To preclude the ser\fice of complimentary alcohol in gambling rooms (including in markets where this is permitted) • To embed a whistleblower platform to identify any issues across the business These commitments are underpinned by Endea\four Group’s Responsible Gaming \bharter (introduced in 2010 and updated in 2018) and its Australia‑wide \foluntary precommitment program.

  The \bharter can be found here.

In addition, we ha\fe in place an Anti‑Money Laundering Program in respect of the hotel and gambling operations which addresses statutory requirements and is independently re\fiewed on a bi‑annual basis. 45WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT OVERVIEW SUMMARY OVERVIEW 46WOOLWORTHS GROUP 2021 SUSTAINABILITY REPORT O\fr S\fst\bin\bbility Pl\bn 2025 g\fides o\fr jo\frney tow\brds \b better tomorrow for o\fr te\bm, o\fr pl\bnet \bnd the c\fstomers \bnd comm\fnities we serve.

The \bchievements sh\bred in o\fr 2021 S\fst\bin\bbility Report represent the collective effort of o\fr Woolworths Gro\fp te\bm members, o\fr c\fstomers, \bnd o\fr s\fppliers \bnd p\brtners.

My he\brtfelt th\bnks to \bll of yo\f, \bnd especi\blly to o\fr te\bm who h\bve demonstr\bted c\bre, le\bdership \bnd persever\bnce \bg\binst \b b\bckgro\fnd of ongoing disr\fption d\fe to the p\bndemic. D\fring this time, we h\bve not lost foc\fs on the bigger pict\fre \bnd h\bve contin\fed to m\bke positive ch\bnges \blongside the ch\bllenges of o\fr shorter ‑term critic\bl needs \bnd responses to COVID ‑19. S\fst\bin\bbility is p\brt of who we \bre \bnd how we work, \bnd this ye\br we h\bve deeply embedded \bcco\fnt\bbility \bnd delivery of s\fst\bin\bbility into o\fr b\fsiness str\fct\fres \bnd decision m\bking.

This ye\br, we l\b\fnched o\fr S\fst\bin\bbility Pl\bn 2025 , \fnderpinned by o\fr g\fiding principles th\bt inspire \fs to set \b long‑term direction for o\fr \bctions:

1. We \bct like \b le\bder \bnd spe\bk \fp on iss\fes th\bt m\btter 2. We c\bre for, \bnd \fnlock the potenti\bl of o\fr people 3. We h\bve \b positive imp\bct on the pl\bnet 4.

We \bpply circ\fl\br thinking in everything we do 5. We embr\bce the power of p\brtnerships to cre\bte ch\bnge.

We \bre ple\bsed to be reporting o\fr progress \bg\binst the \bmbitio\fs go\bls we h\bve set, \bligned to o\fr Gro\fp p\frpose we cre\bte better experiences together for \b better tomorrow.

We know we h\bve more to do \bnd th\bt it will not be e\bsy. However, cre\bting \b better tomorrow st\brts tod\by. It st\brts with the \bctions, however big or sm\bll, th\bt every person t\bkes. The collective ch\bnge this c\bn cre\bte is wh\bt will m\bke the difference. We \bre excited by o\fr pl\bns for the coming ye\br, when we will contin\fe to work h\brd to deliver on o\fr \bmbitio\fs ch\bnge \bgend\b \bcross the three pill\brs of o\fr Pl\bn.

Nothing is possible witho\ft o\fr te\bm, \bnd we \bre especi\blly foc\fsed on c\bring for them d\fring these \fnprecedented times. In recognition of the front ‑line role o\fr te\bms pl\by d\fring the p\bndemic, \bnd the ch\bllenges th\bt come with s\fch \b prolonged period of disr\fption, we will contin\fe to protect them \bnd s\fpport their holistic wellbeing. We h\bve been working h\brd on o\fr \bppro\bch to m\bn\bging the effects of clim\bte ch\bnge \bnd the tr\bnsform\btion req\fired to dec\brbonise o\fr b\fsiness.

Acknowledging the incre\bsing \frgency of this iss\fe \bnd both o\fr \bspir\btion \bnd responsibility to meet this ch\bllenge, in the coming ye\br we will be foc\fssed on t\frning o\fr pl\bns into \bcceler\bted \bctions \bs p\brt of o\fr \bnn\f\bl review process.

Under o\fr prod\fct pill\br, we consider the s\fst\bin\bbility of o\fr extensive s\fpply ch\bin. In 2022, we \bre looking forw\brd to sh\bring o\fr \bppro\bch to le\bd the f\ft\fre of protein thro\fgh p\brtnerships to cre\bte ch\bnge in this import\bnt sector.

O\fr s\fst\bin\bbility jo\frney is \fnderw\by, \bnd I hope yo\f will join \fs in cre\bting \b better tomorrow for gener\btions to come. Ale\f Holt Chief S\fst\bin\bbility Officer Message from our Chief Sustainabilit\f Officer Company directory 47WOOLWORTHS GROUP 2021 \fU\fTA\bNAB\bL\bTY REPORT 2021 \fustainability Report Appendix For information on sustainability metrics, materiality, assurance report, UNGC \bndex, GR\b \bndex please refer to the 2021 \fustainability Report Appendix found on our website.

www.woolworthsgroup.com.au/sustainability Registered office 1 Woolworths Way Bella Vista N\fW 2153 Tel: (02) 8885 0000 Web: www.woolworthsgroup.com.au Auditor Deloitte Touc\fe To\fmatsu 225 George \ftreet \fydney N\fW 2000 Tel: (02) 9322 7000 Web: www.deloitte.com.au Woolworths Group \fustainability \blex Holt Chief \fustainability Officer Fiona Walmsley Head of \fustainability Governance F21 corporate reporting suite Woolworths Group is pleased to share how we’re building a Better Tomorrow , and encourage you to explore our full reporting suite detailing our performance across Australia and New Zealand. Design Communication and Production by ARM\fTRONG Armstrong.\ftudio Live better together 2021 \bNNU\bL REPORTAB\f 88 000 014 \b75WOOLWORTHS GROUP LIMITED 2021 Annual Report   Click here to find the report on our website. Sustainability2021 Report Appendix AB\f 88 000 014 \b75WOOLWORTHS GROUP LIMITED 2021 \fustainability Report Appendix   Click here to find the report on our website. Human Rights AB\f 88 000 014 \b75WOOLWORTHS GROUP LIMITED 2021 MODERN SL\bVERY S T\bT E M E N TRespecting 2021 Modern \flavery \ftatement   Click here to find the report on our website. Countdown Sustainability Report \f0\f1 Kia pai a\be te āpōpō A better tomorrow 2021 Countdown \fustainability Report   Click here to find the report on our website.