Issuu

Innovate

January 2026 – December 2027

Acknowledgement of Country

Arc Infrastructure acknowledges that Aboriginal and Torres Strait Islander peoples are the First Peoples and the Traditional Owners and Custodians of Country throughout Australia and the Torres Straits. We acknowledge their continued deep spiritual connections and relationships to land, sea, customs and culture. We pay our respect to Elders past and present.

We recognise the rich, complex, distinct identities, histories and cultural traditions of Aboriginal and Torres Strait Islander peoples in communities and language groups across the freight rail network.

Arc Infrastructure commits to the ongoing journey of reconciliation through the implementation of our Reconciliation Action Plan.

Aboriginal and Torres Strait Islander readers are advised that this report may contain images and names of deceased persons.

Our RAP artwork

About the artwork

The artwork represents Arc Infrastructure, the manager of the freight rail network in Western Australia, and shows the 5,500km network that traverses the regions of Western Australia, including GoldfieldsEsperance, Mid West, Wheatbelt, Perth, Great Southern, Peel and South West.

Arc Infrastructure is committed to collaborating with customers, stakeholders and community, connecting local business and industries with the eastern states and overseas markets.

Arc Infrastructure contributes to the economic growth and development of WA by employing local people, engaging with industry, buying from local business, working in partnership with customers, supporting community initiatives and protecting the environment.

The light blue lines with light blue dots represent the outline of the southwest coastline of Western Australia from Geraldton to Esperance; the dots along the lines represent travel. The blue and aqua coloured lines represent the ocean, the white dots in the light blue circles represent safe navigating through waters.

The yellow and white U shape represent Arc Infrastructure overseeing safety and commitment to community and stakeholders. The white letterform symbols represent Arc Infrastructure, air, rail, road, and sea.

The light blue and white circle and U shapes represent Arc Infrastructure freight, white line with dots in the middle of the circle represents safe travel; always returning home safely.

The yellow lines represent Arc Infrastructure’s rail freight network, the seven yellow circles with dots represent depots and offices in Perth, Geraldton, Northam, Merredin, Bunbury, Albany and Esperance. The other dots represent the 5,500km and country areas accessible by rail.

The dark blue U shapes represent people with opportunities for sustainable employment in our rail, sea, road, and air network.

The dark blue circle with U shapes represents meeting places, community, and stakeholders. Arc Infrastructure gathers at the meeting places to celebrate their commitment and connection to community groups. The centre of the circle represents happy campsite (home).

Orange represents heritage sites across the southwest region; heritage sites are documented, respected and the knowledge of these sites are shared with all community and stakeholders. The aqua with white represents the trees across the country. The trees represent growth and sustainability, relating to Arc Infrastructure providing strong outcomes and creating new pathways for community members and groups.

The coloured dots represent all travel through the change of seasons and the colour of country.

Artist Linda Loo, proudly displaying her completed artwork, commissioned for Arc’s Innovate RAP.

About the artist

Linda Lee Loo Noongar Whadjuk/Ballardong woman

Born in 1967 in Corrigin, WA.

My mother is from Kalgoorlie and my father was from Pingelly. Their parenting has given me a sense of strong values and beliefs.

I am a self-taught artist as part of my own healing journey from mental health.

All paintings are significant as they represent my childhood, family and connection to land and culture.

Growing up in the bush and having a sense of belonging to the country is important to my life.

I am happiest when spending time with family. Painting and sharing my journey and stories gives me spiritual connection and wellbeing.

I share my art and stories, attending community markets and teachings at company workshops.

Message from Arc Infrastructure CEO

I want to begin by acknowledging the Traditional Owners of the lands across which our network operates and paying my respects to Elders past and present.

Across our vast network, we are privileged to operate on Country that belongs to at least 11 different Aboriginal cultural groups, each with unique histories, languages, and cultural protocols. We recognise the importance of listening and learning from these communities, from the Yamatji people in the North, to the Wagyl Kaip and Southern Noongar people in the South, and the Ngadju people to the East, and commit to being respectful of their traditions and ways of knowing. I also extend that respect to all Aboriginal and Torres Strait Islander peoples who are part of our communities and our journey.

At Arc Infrastructure, reconciliation is deeply personal to us. It’s about people – about building trust, listening with humility, and walking together toward a future where every person feels respected, valued, and empowered. Our Innovate RAP reflects that commitment. It’s not just a document; it’s a promise to take meaningful action and create lasting change.

Since launching our first Reflect RAP in 2023, we’ve taken important steps: building cultural awareness, engaging with Traditional Owners, and partnering with organisations that make a real difference. These experiences have taught us that reconciliation is not a box to tick; it’s a shared responsibility that requires openness, curiosity, and genuine respect.

Through this Innovate RAP, we will deepen relationships, embed truth-telling, and foster a workplace where Aboriginal and Torres Strait Islander voices are heard and celebrated. We will continue to grow, learn, and partner for outcomes that create equity and strengthen communities across Western Australia.

Reconciliation is a journey we take together. I invite every member of our team, and everyone we work with, to embrace this commitment with purpose and pride. Together, we can break down barriers, close gaps, and build a future where opportunity and respect are shared by all.

Let’s move forward together – with respect, with purpose, and with hope for a reconciled Australia.

Stephanie Unwin Chief Executive Officer Arc Infrastructure

Message from Reconciliation Australia CEO

Reconciliation Australia commends Arc Infrastructure on the formal endorsement of its inaugural Innovate Reconciliation Action Plan (RAP).

Commencing an Innovate RAP is a crucial and rewarding period in an organisation’s reconciliation journey. It is a time to build strong foundations and relationships, ensuring sustainable, thoughtful, and impactful RAP outcomes into the future.

Since 2006, RAPs have provided a framework for organisations to leverage their structures and diverse spheres of influence to support the national reconciliation movement.

This Innovate RAP is both an opportunity and an invitation for Arc Infrastructure to expand its understanding of its core strengths and deepen its relationship with its community, staff, and stakeholders.

By investigating and understanding the integral role it plays across its sphere of influence, Arc Infrastructure will create dynamic reconciliation outcomes, supported by and aligned with its business objectives.

An Innovate RAP is the time to strengthen and develop the connections that form the lifeblood of all RAP commitments. The RAP program’s framework of relationships, respect, and opportunities emphasises not only the importance of fostering consultation and collaboration with Aboriginal and Torres Strait Islander peoples and communities, but also empowering and enabling staff to contribute to this process, as well.

With over 5.5 million people now either working or studying in an organisation with a RAP, the program’s potential for impact is greater than ever. Arc Infrastructure is part of a strong network of more than 3,000 corporate, government, and not-for-profit organisations that have taken goodwill and intention, and transformed it into action.

Implementing an Innovate RAP signals Arc Infrastructure’s readiness to develop and strengthen relationships, engage staff and stakeholders in reconciliation, and pilot innovative strategies to ensure effective outcomes.

Getting these steps right will ensure the sustainability of future RAPs and reconciliation initiatives, and provide meaningful impact toward Australia’s reconciliation journey.

Congratulations Arc Infrastructure on your Innovate RAP and I look forward to following your ongoing reconciliation journey.

Karen Mundine Chief Executive Officer Reconciliation Australia

Our vision for reconciliation

Our vision is for a more connected, inclusive, and equitable Australia, where Aboriginal and Torres Strait Islander peoples are respected, celebrated, and empowered, and where we all move forward together.

As a Western Australian rail business, our network traverses many Traditional Lands. We recognise the deep cultural connection First Nations peoples have to Country, and we’re committed to honouring that through meaningful relationships, ongoing learning, and purposeful action.

We acknowledge the truths of our shared history and understand that reconciliation begins with recognition, respect, and acceptance of the past. We know that genuine change takes time, listening, and a shared commitment to equity.

While we are still early in our reconciliation journey, we are committed to building on the foundations we've laid. Our vision is not just about what we say – it's about what we do, and how we show up in the communities where we live and work.

Through our Innovate RAP we commit to:

• Acknowledging and learning from the past, by embedding truth-telling in our workplace learning, communications and partnerships.

• Listening, learning and growing by building cultural awareness across our organisation and creating space for Aboriginal and Torres Strait Islander voices.

• Building strong, genuine relationships with Traditional Custodians, communities and organisations connected to the lands our network traverses.

• Fostering an inclusive and culturally safe workplace where every person feels respected, supported and proud of their identity.

• Partnering for long term outcomes by supporting opportunities that create equity, promote cultural heritage and deliver lasting benefits for Aboriginal and Torres Strait Islander peoples.

For us, reconciliation means closing gaps, breaking down barriers, and creating a future where everyone has the same opportunities to thrive. As custodians of the State’s freight rail network, we’re proud to continue our journey with openness, respect, and purpose, working together for a reconciled Australia.

Smoking Ceremony to mark the commencement of bridge refurbishment works at Heal Brook. Des Blurton and Ballardong Heritage Monitor Edna Winmar shared their stories of connection to Country for the Arc crew.

Image credit - Graham Duncan

Our business

Who we are

Arc Infrastructure manages Western Australia’s freight rail network, operating and maintaining more than 5,500 kilometres of track across the State. We are owned by Brookfield Infrastructure Partners L.P. and powered by a team of around 600 employees, many of whom live and work in regional communities.

What we do

Our network connects local businesses, communities, and industries with interstate and international markets - 24 hours a day, seven days a week. We transport over 50 million tonnes of freight annually, including iron ore, grain, bauxite, alumina, nickel, cobalt, rare earth minerals, caustic, coal, lime, fuel, and passenger services. Our network links to key ports in Fremantle, Kwinana, Geraldton, Albany, Esperance, and Bunbury, enabling our customers to export their commodities to the world.

Our people

We are proud of the contributions made by our Aboriginal and Torres Strait Islander employees and acknowledge that they are currently under-represented in our workforce. We employ five team members who identify as Aboriginal or Torres Strait Islander and are committed to increasing representation through culturally safe recruitment, retention, and professional development initiatives.

Our footprint and cultural context

Arc Infrastructure’s operations span a vast geographic footprint, offering us a unique opportunity to engage with diverse Aboriginal communities across Western Australia. We are committed to recognising and respecting the Traditional Owners of the lands on which we operate.

Our office locations include:

• Albany / Kinjarling – Mineng people of the Wagyl Kaip and Southern Noongar nations

• Esperance / Kepa Kurl –Wudjari Nyungar people

• Geraldton / Jambinu – Amangu and Yamatji people of the Southern Yamatji group

• Kalgoorlie / Karlkurl – Kaprurn nation Wongatha, Wangkatja or Wongi people of the Eastern Goldfields region

• Merredin – Njaki Njaki people of the wider Ballardong Native Title Region

• Narrogin – Wiilman people of the Gnaala Karla Booja Native Title Group

• Northam – Ballardong people of the Noongar nation

• Perth / Boorloo – Whadjuk people of the Noongar Boodjar

• Picton – Wadandi people of the Gnaala Karla Booja group

Through our business activities and regional presence, we are committed to working with employees, suppliers, educational institutions, and community partners to advance reconciliation and foster respectful relationships.

Overview of Freight Rail Network and Traditional Owner Groups

LEGEND

Arc Offices and Depots

Operational Freight Line

Non-operational Freight Line

ARTC Managed Freight Line

NORTHAM DEPOT

YAMATJI YUED

KAPRURN

WHADJUK

GNAALA KARLA BOOJA

BALLARDONG

SOUTH WEST BOOJARAH

WAGYL KAIP AND SOUTHERN NOONGAR

ESPERANCE NYUNGAR

NGADJU

DARLOT

GERALDTON DEPOT

KALGOORLIE DEPOT

KWINANA

BUNBURY DEPOT

Our RAP

Arc Infrastructure is developing an Innovate RAP to build on the foundations of our Reflect RAP and take meaningful, measurable action toward reconciliation. This RAP reflects our commitment to strengthening relationships, deepening cultural understanding, and creating opportunities for Aboriginal and Torres Strait Islander peoples across our operations.

Beginning our journey

In March 2022, we identified Aboriginal Engagement as a key future initiative under ‘Theme 3: Our Community & Stakeholders’ in our Sustainability Strategy. This commitment was formalised with the launch of our first Reflect Reconciliation Action Plan (RAP) during NAIDOC Week 2023, a milestone that marked the beginning of our structured reconciliation journey. Our Reflect RAP helped us:

• Promote and start participating in National Reconciliation Week and NAIDOC Week, fostering awareness and engagement across our workforce.

• Establish a Reconciliation Action Plan Working Group (RWG) to guide and monitor our progress.

• Build a strong foundation for our Innovate RAP, focused on implementing change and outlining actions to achieve our vision for reconciliation.

Building cultural awareness

We’ve taken steps to embed cultural understanding across our organisation:

• Rolled out an Aboriginal and Torres Strait Islander Cultural Awareness online learning module via ELMO, supporting truth-telling and historical acceptance.

• Participated in cultural training with the Esperance Tjaltjraak Native Title Aboriginal Corporation (ETNTAC), reinforcing our commitment to environmental stewardship and cultural respect.

• Attended the ‘Working with Aboriginal People’ training course run by Waaltij Foundation to help embed cultural understanding.

• Commissioned an artwork titled ‘Arc’s Journey’ by Noongar Whadjuk/Ballardong artist Linda Lee Loo, symbolising our reconciliation path.

• Developed a map of Traditional Owners across our WA freight rail network to increase understanding and illustrate the diversity of Custodians across our footprint.

Smoking Ceremony at Wadjemup/Rottnest Island as part of our annual support of the Rottnest Island Authority in maintaining the island’s historically significant Oliver Hill Railway.

Arc’s Head of Stakeholder Engagement, Rochelle Zaknich with Wadjuk Noongar Elder Walter McGuire and General Manager, Justice and Employment at Waalitj Foundation, Ben Webb at a NAIDOC Week event in 2025.

Putting reconciliation into practice

We are embedding reconciliation into our everyday operations:

• Introduced a new Aboriginal Engagement Standard in 2025, outlining protocols for Acknowledgement of Country, Welcome to Country, and Smoking Ceremonies.

• Engaged with Traditional Owners, including Walter and Matthew McGuire, to deliver Welcome to Country at key events such as the Kenwick Intermodal Terminal opening, the Hiivr Rail demonstration, and NAIDOC Week.

• Commenced working with new Aboriginal businesses through our Procurement team, onboarding suppliers such as Mandura, Nani Creative, Kuditj Kitchen, and Blakline.

• Developed a reporting framework to better monitor spend with Aboriginal and Torres Strait Islander suppliers.

• Explored cultural narrative integration for our new Airport West office building, ensuring the space reflects and respects Aboriginal and Torres Strait Islander cultures and histories.

Partnering with community

We’ve entered long-term partnerships with organisations that support Aboriginal and Torres Strait Islander communities:

• Waalitj Foundation (3-year Principal Partnership):

- Supported the Deadly Sista Girlz and Waalitj Boys programs in 2024 with funding for vehicles, equipment, cultural activities, and healthy food.

- Funded a full-time Indigenous Employment Mentor in Kalgoorlie in 2025.

- Committed to supporting Business Builder events in 2026, enabling Waalitj Hub coaches to visit regional communities.

• Clontarf Foundation

(3-year Principal Partnership):

- Aims to improve education, life skills, and employment prospects for young Aboriginal and Torres Strait Islander men in the Central Wheatbelt and Goldfields regions.

Welcome to Country delivered by Walter McGuire, Wadjuk Noongar Elder, for the opening of Kenwick Intermodal Terminal in 2024.

Arc staff with the Community Canvas, painted as part of Boorloo NAIDOC Week activities 2024.

Reflecting on our journey

We are proud of the progress we’ve made, and we acknowledge the areas where we still have plenty of work to do.

• Representation and inclusion - We recognise that Aboriginal and Torres Strait Islander peoples are currently under-represented within our workforce. We are committed to creating culturally safe, inclusive environments and exploring pathways for employment, development, and leadership.

• Procurement and economic participationOur decentralised procurement model presents challenges in consistently onboarding Aboriginal-owned suppliers or enforcing targets. Despite this, we’ve taken meaningful steps to build relationships, raise awareness, and improve visibility of our procurement practices.

• Commitment to growth - Reconciliation is not a destination, it’s a commitment to ongoing learning, reflection, and action. We will continue to approach this journey with humility, openness, and deep respect for the cultures, histories, and contributions of Aboriginal and Torres Strait Islander peoples.

Yarning Circle weaving facilitated by Pipi Weaving at NAIDOC Week in 2025.

Stakeholder Engagement and Communications team volunteering to create hygiene packs for the Waalitj Deadly Sista Girlz in 2024.

Community Canvas facilitated by Salena Rose Abdullah, an Aboriginal artist with Noongar and Wongutha heritage, for NAIDOC Week 2024.

Our RAP Working Group

Established in early 2025 following a call for expressions of interest in late 2024, our RAP Working Group includes 15 members from different departments and locations.

The group is chaired by our Head of Stakeholder Engagement, with executive sponsorship from our Chief Executive Officer. Two members identify as Aboriginal, and we work closely with our community partner, Waalitj Foundation, to engage First Nations leaders who attend meetings to provide cultural guidance and feedback.

The RAP Working Group meets quarterly and is responsible for overseeing the implementation and monitoring of RAP actions.

RAP Working Group members:

• Head of Stakeholder Engagement (Chair)

• Communications Advisor (Secretary)

• Chief Executive Officer (Executive Sponsor)

• General Manager Works Delivery

• Senior Stakeholder Relations Advisor

• Heritage Specialist

• People Services Lead

• People Services Advisor

• Procurement & Contracts Specialist

• Regional Lead – Central

• Signal Maintainer – Central region

• Legal Counsel

• Facilities & Services Lead

• Governance & Risk Partner

• Services Officer – Goldfields region

Some members of the RAP Working Group at a quarterly meeting 2025.

Members of the RAP Working Group along with other Arc staff participating in the 2025 Walk for Reconciliation at Galup (Lake Monger).

Case studies

Our partnership with the Waalitj Foundation

The Waalitj Foundation is an Aboriginal Community-Controlled Organisation (ACCO) that leads the provision of education, employment and business opportunities for Aboriginal and Torres Strait Islander Australians by working together to empower and build capacity amongst individuals, their families and their communities.

We commenced a relationship with the Waalitj Foundation in 2022, when they were the recipient of Arc’s annual $30,000 Christmas donation. This funding was used to support their work leading the provision of education, employment and business opportunities for Aboriginal and Torres Strait Islander peoples by helping to fund a second Indigenous Employment Mentor in their Kalgoorlie Aboriginal pre-employment program.

Following the success of our initial sponsorship, we were proud to enter a Principal Partnership with the Waalitj Foundation in 2024, worth $300,000 over three years.

The 2024 funding was allocated towards the purchase of a van for the Deadly Sista Girlz location at Halls Head in the South West and sporting equipment, uniforms, program rewards, on-country cultural activities, healthy food options and training for the Waalitj Boys at Clontarf Aboriginal College at Waterford in the Perth Metro area.

In 2025 Arc’s funding covered the cost of a full-time Indigenous Employment Mentor in the Kalgoorlie Aboriginal Waalitj Foundation pre-employment program, including the provision of a work vehicle and laptop.

In 2026, Arc will contribute $100,000 to support Aboriginal businesses by funding Waalitj Hub initiatives and services in 2026.

The funding will be directed towards running Business Builder events and enabling Waalitj Hub coaches to visit communities to ensure Waalitj Hub services are accessible to those areas beyond the Perth Metro region.

This includes building business capability through targeted business support services such as risk management and legal support, marketing and communications, tendering and contract execution, pre-qualification and project compliance.

Waalitj Foundation have also provided several networking and training opportunities for our people including invitations to Waalitj Hub Business Builder events and workshops facilitated by Keogh Bay. The Foundation has also recommended Aboriginal suppliers we’ve been thrilled to work with.

A van was purchased for the Deadly Sista Girlz program in Halls Head in 2024.

Arc entered into a 3-year Principal Partnership with Waalitj Foundation in 2024.

Celebrating Shanae, our KMA scholarship recipient

As part of our commitment to reconciliation, we believe in the power of education to transform lives and communities.

That belief is at the heart of our Principal Partnership with the Kate Mullin Association (KMA), which provides scholarships to Aboriginal students pursuing careers in education.

Kate Mullin was a passionate and visionary English as a Second Language (ESL) Literacy Consultant who made significant and farreaching contributions to Indigenous literacy in Western Australia. The Association named in her honour aims to improve the literacy levels of Aboriginal children.

One of the most compelling outcomes of Arc’s partnership with KMA is the success story of Shanae Clohessy (nee Tesling), a proud Nyamal woman whose perseverance and dedication have seen her transition from student to qualified primary school teacher, now making a meaningful impact in the classroom.

In 2021, Arc entered into an agreement with KMA to support Shanae through her Bachelor of Education at Central Queensland University, which she graduated from in April 2025.

Living approximately 25km south of Geraldton with her husband and two-year-old daughter, Shanae balanced full-time study with motherhood, bringing her daughter to every tutorial, starting from just eight days old.

“My family has been my biggest support system throughout my journey,” Shanae shared.

“They’ve cheered me on all the way through, and I wouldn’t be where I am today without them.”

Now teaching a Year 3/4 class at Beachlands Primary School, Shanae is thriving in her new role. She describes the experience as deeply rewarding and is especially proud of serving as a role model for her students.

“The biggest highlight for me has been watching my students grow every day and supporting them along the way,” she said.

“That’s been one of my main goals throughout my studies.”

The scholarship from KMA, supported by Arc Infrastructure, played a pivotal role in Shanae’s journey. It not only eased financial pressures but also provided a sense of belonging and encouragement.

“The scholarship gave me a massive boost in confidence,” Shanae said.

“It showed me that others believed in me, even when I doubted myself.”

Through regular check-ins and ongoing support, the KMA scholarship helped Shanae stay focused and feel valued. It was more than financial assistance it was a reminder that she wasn’t alone on her journey.

Arc Infrastructure is incredibly proud to have supported Shanae through her studies. Her success embodies the spirit of our commitment to reconciliation, education, and community empowerment.

Scholarship recipient Shanae graduating from Central Queensland University in April 2025.

Relationships

Our rail network spans many distinct Aboriginal lands across Western Australia, each with its own deep cultural heritage and connection to Country. We recognise that strong relationships with Aboriginal and Torres Strait Islander peoples are essential, not only to reconciliation, but to how we operate and grow. Relationships matter to us because they open doors to opportunity – for individuals, communities and our business. They help us better understand the diverse cultures, histories and perspectives of the First Nations peoples whose lands we work on. Through our Innovate RAP, we commit to building respectful, place-based partnerships that reflect shared values, foster trust and support long-term reconciliation outcomes.

Action

1. Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.

2. Build relationships through celebrating National Reconciliation Week (NRW).

Deliverable

Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to develop guiding principles for future engagement.

Develop and implement an engagement plan to work with Aboriginal and Torres Strait Islander stakeholders and organisations.

July 2026

Head of Stakeholder Engagement

August 2026

Head of Stakeholder Engagement

Circulate Reconciliation Australia’s NRW resources and reconciliation materials to our staff.

RAP Working Group members to participate in an external NRW event.

Encourage and support staff and senior leaders to participate in at least one external event to recognise and celebrate NRW.

Organise at least one NRW event each year.

May 2026, May 2027

Communications Advisor

3. Promote reconciliation through our sphere of influence.

Develop and implement a staff engagement strategy to raise awareness of reconciliation across our workforce.

Communicate our commitment to reconciliation publicly.

Explore opportunities to positively influence our external stakeholders to drive reconciliation outcomes.

Collaborate with RAP organisations and other like-minded organisations to develop innovative approaches to advance reconciliation.

December 2026 Head of Stakeholder Engagement

December 2026 Senior Stakeholder Relations Advisor

December 2027 Head of Stakeholder Engagement

June 2027 Senior Stakeholder Relations Advisor

4. Promote positive race relations through anti-discrimination strategies.

Conduct a review of HR policies and procedures to identify existing anti-discrimination provisions, and future needs.

Develop, implement, and communicate an anti-discrimination policy for our organisation.

Engage with Aboriginal and Torres Strait Islander staff and/or Aboriginal and Torres Strait Islander advisors to consult on our anti-discrimination policy.

Educate senior leaders on the effects of racism.

September 2026 People Services Advisor

December 2026 CEO

Respect

As a rail operator with an expansive presence across Western Australia, we recognise that our network traverses lands that have been cared for by Aboriginal and Torres Strait Islander peoples for tens of thousands of years. Through our Innovate RAP, we commit to embedding respect for First Nations cultures, histories and connection to Country into our operations. This includes fostering cultural awareness across our workforce, creating culturally safe environments, and ensuring our actions reflect and honour the communities and Country we operate on. Action

5. Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.

6. Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols.

Conduct a review of cultural learning needs within our organisation.

Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors to inform our cultural learning strategy.

Develop, implement, and communicate a cultural learning strategy document for our staff.

Provide opportunities for RAP Working Group members, HR managers and other key leadership staff to participate in formal and structured cultural learning.

Increase staff’s understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.

Develop, implement and communicate a cultural protocol document, including protocols for Welcome to Country and Acknowledgement of Country.

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

Include an Acknowledgement of Country or other appropriate protocols at the commencement of important meetings.

March 2026

September 2026

February 2027 Communications Advisor

July 2026

July 2026, July 2027

January 2026

7. Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.

8. Integrate recognition of Aboriginal and Torres Strait Islander histories, cultures and connection to Country into the design of our new Dunreath Drive head office building.

9. Celebrate and embed our RAP artwork as a visual representation of our reconciliation journey across corporate materials.

RAP Working Group to participate in an external NAIDOC Week event.

Review HR policies and procedures to remove barriers to staff participating in NAIDOC Week.

Promote and encourage participation in external NAIDOC events to all staff.

Collaborate with Traditional Owners and Aboriginal and Torres Strait Islander artists and cultural advisors to incorporate cultural elements into the building’s interior design and shared spaces.

Incorporate visible and meaningful Acknowledgements of Country, including signage, artworks and storytelling features.

July 2026, July 2027

Senior Stakeholder Relations Advisor

March 2026 Head of People

July 2026, July 2027

December 2026

Investigate incorporating our RAP artwork into corporate templates, digital assets and uniforms to promote visibility and cultural pride.

Ensure usage is guided by cultural protocols and in consultation with the artist and provide internal guidance on respectful use of the artwork to build cultural awareness across the business.

December 2026

Regional Lead Central

Facilities and Services Lead

December 2026

Communications Advisor

Opportunities

We believe reconciliation is strengthened through meaningful and sustainable opportunities. As a rail company operating across many Aboriginal lands in Western Australia, we are committed to creating pathways that support the social, economic and cultural aspirations of Aboriginal and Torres Strait Islander peoples. Through our Innovate RAP, we will identify and grow opportunities in employment, procurement, training and partnerships, ensuring First Nations peoples are actively included in and can benefit from our operations, projects and growth.

Action

10. Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention, and professional development.

Build understanding of current Aboriginal and Torres Strait Islander staffing to inform future employment and professional development opportunities.

Engage with Aboriginal and Torres Strait Islander staff or consultants to consult on our recruitment, retention and professional development strategy.

Develop and implement an Aboriginal and Torres Strait Islander recruitment, retention and professional development strategy.

Advertise job vacancies to effectively reach Aboriginal and Torres Strait Islander stakeholders.

March 2026 People Services Lead

June 2026 People Services Advisor

December 2026 People Services Advisor

December 2026 Recruitment Advisor

Review HR and recruitment procedures and policies to remove barriers to Aboriginal and Torres Strait Islander participation in our workplace. June 2026

11. Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.

Develop and implement an Aboriginal and Torres Strait Islander procurement strategy.

Investigate Supply Nation membership.

Develop and communicate opportunities for procurement of goods and services from Aboriginal and Torres Strait Islander businesses to staff.

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

Develop commercial relationships with Aboriginal and/or Torres Strait Islander businesses.

Explore opportunities to involve local Aboriginal ranger groups in Arc’s bushfire mitigation works.

April 2026

July 2026

May 2026

August 2026

Procurement and Contracts Specialist

Head of Maintenance Delivery

December 2027

12. Establish a dedicated, culturally safe traineeship program for Aboriginal and Torres Strait Islander peoples that supports skill development, career progression and longterm employment outcomes.

Partner with Aboriginal and Torres Strait Islander organisation/s to co-design the program.

Launch two traineeship positions across key business areas.

Provide tailored mentoring, cultural support and development opportunities.

Track and report on participation, retention and progression outcomes.

Head of Maintenance Delivery

December 2026 Heritage Specialist

December 2026

January 2027

December 2027

General Manager Works Delivery

Governance

13. Establish and maintain an effective RAP Working group (RWG) to drive governance of the RAP.

Maintain Aboriginal and Torres Strait Islander representation on the RWG. December 2027 Head of Stakeholder Engagement

Establish and apply a Terms of Reference for the RWG. January 2026 Head of Stakeholder Engagement

Meet at least four times per year to drive and monitor RAP implementation. March, June, September, December 2026 and 2027 Head of Stakeholder Engagement

14. Provide appropriate support for effective implementation of RAP commitments.

Define resource needs for RAP implementation.

Engage our senior leaders and other staff in the delivery of RAP commitments.

Define and maintain appropriate systems to track, measure and report on RAP commitments.

Maintain an internal RAP Champion from senior management.

February 2026 CEO

December 2027 CEO

January 2026 Communications Advisor

December 2026, December 2027 CEO

15. Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally.

Contact Reconciliation Australia to verify that our primary and secondary contact details are up to date, to ensure we do not miss out on important RAP correspondence.

Contact Reconciliation Australia to request our unique link, to access the online RAP Impact Survey.

Complete and submit the annual RAP Impact Survey to Reconciliation Australia.

Report RAP progress to all staff and senior leaders quarterly.

June annually Senior Stakeholder Relations Advisor

1 August annually Senior Stakeholder Relations Advisor

30 September, annually Senior Stakeholder Relations Advisor

March, June, September, December 2026, 2027

16. Continue our reconciliation journey by developing our next RAP.

Head of Stakeholder Engagement

Publicly report our RAP achievements, challenges and learnings, annually. December, annually Senior Stakeholder Relations Advisor

Investigate participating in Reconciliation Australia’s biennial Workplace RAP Barometer.

Submit a traffic light report to Reconciliation Australia at the conclusion of this RAP.

April 2026

December 2027

July 2027

Senior Stakeholder Relations Advisor