June 2025 - May 2027
Innovate Reconciliation Action Plan
Acknowledgement Of Country
Frasers Property acknowledges the Traditional Custodians of the land on which our business operates. We pay our respects to Aboriginal and Torres Strait Islander Elders past, present and future.
Artwork Element Represents women in nawis, fishing the harbour’s calm waters where below, the whales migrate along ancient paths. Also represents the trade boats that glide between shore - a thriving tapestry of life and exchange before colonisation.
Our Vision for Reconciliation
Frasers Property acknowledges that we play a significant role in the evolution of the urban landscape, and with that comes a responsibility to respect and actively engage with the Traditional Owners of the land on which we develop.
The vision for Frasers Property’s third Reconciliation Action Plan (RAP) is to empower ‘Proud Communities’. This is informed by our core business function of developing places for people. Promoting reconciliation and celebrating Aboriginal and Torres Strait Islander peoples’ cultures are an integral part of this function.
The deliverables of our 2024-2026 RAP support this vision. These deliverables build on the foundation of our previous Innovate RAP, incorporating feedback from both internal and external stakeholders. Two key enablers – ‘Facilitating connections’ and ‘Leading by example’ – reflect this feedback and allow us to weave our vision within our business processes.
Artwork Element
Represents Yurong Point, a sacred Corrobboree ground, which echoes with the spirit of ceremony and connection. The Aboriginal sites on Yurong Point give us a glimpse into the lives of the Aboriginal people who lived there. They fished, gathered shellfish, and shared meals by the water, leaving traces of a life deeply intertwined with the land and sea.
Proud Communities
Investing in the communities of our residential, industrial, commercial, and retail developments and assets is an integral part of how Frasers Property operates. Genuine engagement with the local Aboriginal and/or Torres Strait Islander peoples recognises their custodianship, their knowledge, and the stories of the land which we develop and operate on. Respecting and reaffirming the place specific cultural identity of the Country we work on is an important part of continuing cultures and creating spaces that are safe and welcoming for Aboriginal and Torres Strait Islander peoples. Our previous engagements with Traditional Owners on our projects have demonstrated that ‘Proud Communities’ should encompass the ingenuity, sustainability, and adaptability of the Aboriginal and Torres Strait Islander communities as we acknowledge our shared histories and identify opportunities with tangible benefits.
Facilitating Connections
Frasers Property works with a broad network of organisations, such as our customers, third-party builders, and suppliers. These individuals and organisations create social, economic, and cultural opportunities every day at our projects, which we are well positioned to influence. We will leverage our network to promote reconciliation beyond our own organisation through facilitating connections to share the tangible benefits of our projects with local Aboriginal and Torres Strait Islander enterprises.
Leading By Example
Our people are our greatest asset, and we want to ensure that there are internal processes in place to create a workplace culture that is respectful and inclusive. The intent of ‘leading by example’ is to invest in building upon the cultural awareness and competency of the organisation so that our staff - from senior leaders to project teams - are better equipped to deliver our vision of Proud Communities.
We note that this image was created by Frasers Property Australia to be graphically in line with the rest of the document and is not part of the original artwork done by Maddison Gibbs.
Proud Communities
Facilitating Connections
Leading By Example
Delivering The RAP Together
Frasers Property Australia and Frasers Property Industrial’s operations in Australia share key resources, including:
• The RAP Council: driving outcomes that are delivered by both business units.
• Learning & development: policies related to employment and training are consistent across both business units and coordinated by a centralised team, including the Cultural Awareness Training strategy.
• Corporate offices and associated technology infrastructure: all reconciliation-related events, whether for National Reconciliation Week or NAIDOC Week are available to all staff across each business unit.
• Communications: all staff across both business units’ access and consume the same RAP-related content, via an Australia-wide social media platform.
Frasers Property Australia and Frasers Property Industrial each have their own CEO’s and Executive Management Team, projects (new construction) and owned assets (tenanted buildings).
Artwork Element
Represents a meeting site for Frasers Property Industrial headquarters. It is a gathering place where paths, tracks, and roads converge. Frasers Property Industrial headquarters stands at the heart of this connection, echoing the meeting ground it has always been.
Message from our CEOs
FPA CEO
The ‘Proud Communities’ vision of our third Innovate RAP deepens our strong focus on community within our projects. Being part of the RAP Council, it is evident that meaningful outcomes in reconciliation require time and input from diverse stakeholders.
Facilitating relationships and genuine conversations with Traditional Owners has led to exciting initiatives at our projects around the country, such as the kiosk community garden facilitated by Muru Mittigar and native planting from Indigigrow at our Midtown MacPark project in Sydney. The Barrabool Boulevard playground at our Mambourin project, Victoria, was designed in collaboration with Wathaurong elder Aunty Judy Dalton-Walsh and is painted in the Aboriginal flag colours, incorporating an animal matching game to teach children about Indigenous names for Australian wildlife. In Queensland, the contract for our new Brisbane office fit out was awarded to a Supply Nation head contractor and the project team collaborated with Blaklash and First Nation artist Casey CoolwellFisher to commission an artwork to acknowledge First Nation Culture and Country. It also acknowledges how our business operates with respect for and learns from these principles.
We want to continue and build upon the work that we are doing by working together with our key stakeholders and creating opportunities for our staff to learn and better navigate the responsibilities of working with Aboriginal and Torres Strait Islander Communities.
Frasers Property is committed to an inclusive and open-minded workplace culture, and it is incredibly important to us that our people feel safe to bring their full selves to work. Through our RAP, we seek to create a culturally safe workplace for those who identify as Aboriginal or Torres Strait Islander peoples.
FPIA Managing Director
Our third Innovate RAP embeds many of the lessons we have learnt in previous iterations as well as the knowledge of our valued First Nations external advisors. Articulating a vision for the communities in our industrial precincts is one such lesson.
Frasers Property Industrial is focusing on how we deliver on the two key enablers of this vision – Facilitating Connections and Leading by Example.
For the first time, this RAP details how we will facilitate connections with Traditional Custodians at our industrial projects – by piloting a Connecting with Country design process at an upcoming estate. The outcomes from this pilot will inform all stages of the project lifecycle: design, construction and operation of the buildings at this estate. The pilot will also provide a useful reference for other project teams across Australia to connect with First Nations communities, enriching our offering to customers and creating real economic opportunities.
Developing our people’s cultural awareness and leading by example to industry and customers will also be critical to realising our RAP’s vision of ‘Proud Communities’. Organising smoking ceremonies at all new projects has created a space for conversation with customers, employees and local Aboriginal community leaders and groups. For meaningful change to occur, however, we recognise that cultural awareness must be part of our every day. As such, mandatory senior leadership training and the creation of an accessible resource hub for project teams are both important deliverables in this RAP.
As we look towards the future in this RAP, we also recognise this as part of a long journey. Stronger relationships between Aboriginal and Torres Strait Islander and non-Indigenous peoples benefit all Australians, and we are proud to be a part of this reconciliation journey.
Cameron Leggatt Chief Executive Officer
Frasers Property Australia
Ian Barter Managing Director Australia
Frasers Property Industrial
Our Reconciliation Journey
Relationships
Genuine relationships with Elders and the community have been made on many of our projects, and although there is still opportunity to go deeper on more of our projects, these relationships have been a highlight of our RAP journey to date. While relationships with Traditional Owners are unique to Country and the relevant community, we are constantly learning from each other to understand how to appropriately navigate developing those relationships. Our RAP supports the development of those relationships as a priority for our business leaders and project delivery teams.
Our greatest learning is that authentic relationships require patience and nurturing and are formed at a uniquely personal level. Sharing within our business has been an important way to learn from each other’s experiences and understand how we can continue to build long-lasting relationships. We recognise that relationships and communities are different, so we do not encourage a ’one-size-fits-all’ approach. What we learn from each other is to be persistent, to listen and patiently work together to enable strong relationships to grow.
Respect
Through our previous RAPs and associated deliverables, we have provided opportunities for our staff to engage with key dates of significance such as National Reconciliation Week and NAIDOC week. It is important for us to participate in these events while encouraging active engagement of our staff above and beyond these events to ensure that our values in reconciliation can be reflected in our projects and communities in other ways.
We recognise that achieving reconciliation requires consistent effort over time. We understand that the journey originates in strong relationships, fostered on respect to create opportunities to work together towards a common goal.
Learnings from our previous RAPs highlight the importance of communicating the RAP to our project teams in a way that provides clear direction and focus. This focus will empower us to faithfully and meaningfully move towards reconciliation without tempering our level of aspiration.
Our previous RAPs included a Cultural Awareness Strategy which features three levels of training: mandatory foundational training for all staff, project-specific training on Country, and leadership training. While the mandatory cultural awareness training is now integrated to our business-as-usual processes we will focus on improving our project teams’ and staff understanding of and engagement with cultural protocols through localised training on Country.
Opportunities
The key focus areas in our third RAP to create opportunities are procurement and recruitment. We will use our third RAP to drive our internal processes to ensure that we have appropriate processes in place to create employment pathways for Aboriginal and Torres Strait Islander peoples as well as ensure that we provide appropriate support for our Aboriginal and Torres Strait islander employees.
We will continue to maintain and leverage our membership with Supply Nation and provide resources to staff to enable procurement opportunities on both projects and corporate activities.
A challenge faced by the property sector is the ability to engage local Aboriginal and Torres Strait Islander peoples with property specific expertise. We see this an opportunity to support emerging talent to enter professional roles in the property industry and to promote training and education opportunities at tertiary and earlier levels for Aboriginal and Torres Strait Islander peoples. We have a responsibility to emphasise the training and education pathways for roles that can have a broad influence on the contextual and design outcomes of a project. This is a long-game approach: by supporting emerging talent, we can foster a future pipeline of property experts with embedded respect for cultures and Country.
Traditional ceremonies in Victoria
Frasers Property Industrial has established a strong connection with the Bunurong Land Council Aboriginal Corporation at its Canvas West estate in Tarneit VIC and its Rubix Connect estate in Dandenong South VIC. Bunurong Elders and Traditional Owners have delivered several Welcome to Country, Smoking Ceremonies and Yidiki performances when construction of new projects is about to begin or when projects are completed, and tenants begin to occupy their new workplace. The Traditional Ceremonies have raised awareness among our contractors and tenants of the important role the Bunurong peoples have in the preservation of cultural heritage and protection of the sacred lands where our projects are located.
14 May 2024: National Tiles opening, Canvas West, Tarneit VIC
8 May 2024: Knauf opening, Canvas West, Tarneit VIC
11 August 2023: Freedom opening, Rubix Connect, Dandenong South VIC
9 April 2024: Komatsu opening, Canvas West, Tarneit VIC
Action
4 Promote positive race relations through antidiscrimination strategies to employees.
5 Increase cultural awareness and competency of Frasers Property staff to better deliver RAP vision of ‘Proud Communities’.
Continue to undertake reviews of HR policies and procedures to identify existing antidiscrimination provisions, and future needs and make any necessary changes as required.
Engage with Aboriginal and Torres Strait Islander staff and/ or Aboriginal and Torres Strait Islander advisors to consult on our anti-discrimination policy and make any necessary changes as required.
Educate senior leaders on the effects of racism.
Implement and communicate the existing anti-discrimination policy for our business.
Invite an external guest speaker to at least two RAP Council meetings each year to enhance knowledge and prompt ideas.
Implement Cultural Protocols and Competency training targeting at least 50% of staff participation in addition to the current mandatory training offered.
Host at least one event on the ‘Proud Communities’ theme and shared nationally with all staff.
February 2026
Lead: People & Culture Manager –FPI and FPA
February 2026
Lead: People & Culture Manager –FPI and FPA
December 2025
May 2025
September 2025, December 2025, June 2026, December 2026, May 2027
December 2025
6 Facilitate connections with external allies to promote reconciliation and share learnings.
Collaborate with external stakeholders including Traditional Owners and Custodians to develop innovative approaches to advance reconciliation through hosting bi-annual (at minimum) meetings with relevant parties.
Develop and implement a strategy to engage customers in advancing reconciliation and celebrating Aboriginal and Torres Strait Islander cultures.
June 2026
May 2027
Lead: People & Culture Manager –FPI and FPA
Support – Co-National RAP Champions
Lead: People & Culture Manager –FPI and FPA
Lead: Co-National RAP Champions Support: RAP Council
Lead: Learning & Development manager Support: Community Development Manager
RAP Council Co-Chairs
Lead: National Procurement Manager – FPI
May 2027
Lead: Community Development Manager Support: Customer Care, Leasing Managers, Property Managers
Respect
Within the property industry, we acknowledge that we build on Country and that our actions have material impact. It is important for our employees to understand the histories of the land in which we work and build, so that we can show respect, collaborate, and start to mend relationships with Traditional Owners; to heal together.
As a developer of land and property, we play a key role in designing communities that materially transform the landscape. We have an important opportunity to celebrate our rich cultural heritage through place and learning outcomes in our developments.
Education is our corner stone for respect, so that our people have understanding. Through communication, we rejoice in celebrating the identities, languages, and cultures of Aboriginal and Torres Strait Islander peoples.
Action Deliverable
1 Respect place-specific Aboriginal and Torres Strait Islander cultural identities and knowledge in the design and construction of our projects.
Strengthen the existing cultural protocols document by developing appropriate place-based information with an opportunity for staff to provide feedback.
Pilot implementation of our Aboriginal and Torres Strait Islander Engagement Framework in the design of a new estate.
Timeline Responsibility
June 2025
Lead: General Manager Development QLD
2 Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge, and rights through cultural learning
Continue to provide opportunities for RAP Council members, HR managers and other key leadership staff to participate in formal and structured cultural learning.
Conduct a review of cultural learning needs within our organisation.
Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors to elevate our cultural learning strategy.
Consult with the Frasers Property Foundation and a registered Aboriginal and/or Torres Strait Islander charities to create cultural learning opportunities for employees.
Develop and implement cultural learning opportunities for employees including volunteering activities, on Country cultural immersion, and educational events. Looking for programs that align closely with our ‘Proud Communities’ vision.
November 2025
May 2027
September 2025
December 2025
Lead: Development Manager, NSW (FPI)
Support: National RAP Champion (FPI)
Lead: People and Cultural Manager
Lead: People and Cultural Manager
Lead: Learning & Development Coordinator
June 2026
Lead: National RAP Champion (FPI)
Support: People & Culture Manager
December 2025
Lead: Nominated RAP Council Member
Support: People & Culture Manager
2 Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.
Embed an Aboriginal and Torres Strait Islander procurement approach within the existing FPA Responsible Sourcing Policy and develop and adopt an FPI Responsible Sourcing Policy with the same approach.
Maintain and better leverage Supply Nation membership to drive procurement opportunities, both internally and through our supplier network.
Formalise a dedicated internal database for Aboriginal and Torres Strait Islander suppliers, to build local and regional relationships across our projects. This document to be developed and used as a ‘preferred supplier database’ on projects.
Develop an action plan to address engagement barriers faced by Aboriginal and Torres Strait Islander SME businesses (supplier pre-qualification).
Investigate establishing a procurement spend target by Business Units or state.
December 2025 Lead: National Commercial Manager (FPI), Support: Senior Sustainability Advisor (FPA)
April 2027
Lead: National Procurement Manager (FPI) Support: National RAP Champion (FPA)
September 2025 Lead: National Procurement Manager (FPI) Support: Sustainability Coordinator (FPA)
December 2025 Lead: National Procurement Manager (FPI)
3 Work with third-party builders to influence procurement practices using the preferred supplier database.
Incorporate dedicated Reconciliation questions in ESG Supplier Questionnaire, driving engagement with third-party builders.
Build an understanding of the current practices of our contractors to identify lessons learnt and scope for improvement.
Identify preferred partners for collaboration and specific opportunities at current and upcoming developments.
April 2026
Lead: National Procurement Manager (FPI) Support: Sustainability Coordinator (FPA)
September 2025 Lead: National RAP Champion (FPI) Support: Sustainability Advisor (FPA)
September 2025 Lead: National RAP Champion (FPI) Support: National Commercial Manager (FPI)
December 2025 Lead: National RAP Champion (FPI) Support: National Commercial Manager (FPI)
Governance
The systems and structures that we put in place ensure that we can meet the objectives of our RAP. At the heart of this sits our RAP Council, who oversee the development of our RAP, guide us to ensure that we meet our commitments and hold us to account. We’re transparent and authentic in our reporting of our progress.
Action
1 Establish and maintain an effective RAP Council to drive governance of the RAP.
Deliverable
Maintain Aboriginal and Torres Strait Islander representation on the RAP Council.
Establish and adopt a Terms of Reference for the RAP Council.
Meet at least four times per year to drive and monitor RAP implementation, with once a year in person.
Timeline Responsibility
May 2027
May 2027
June 2025
August 2025
November 2025
February 2026
June 2026
August 2026
November 2026
February 2027
2 Provide appropriate support for effective implementation of RAP commitments.
RAP Council Co-Chairs
RAP Council Co-Chairs
Lead: RAP Co-Chairs
Support: Co-National RAP Champions
3 Provide project level support and training for effective implementation reconciliation outcomes
Define resource needs for RAP implementation.
Maintain senior leadership engagement in the delivery of RAP commitments.
Define and maintain appropriate systems to track, measure and report on RAP commitments and make these accessible to the RWG.
Appoint and maintain internal RAP Council Co-Chairs, RAP Champions and state level advocates for both FPI and FPA business units and ensure awareness within the organisation of relevant parties to contact.
Conduct project specific workshops on RAP commitments to provide teams independence to implement reconciliation initiatives.
Include a reconciliation budget within projects to facilitate reconciliation initiatives.
June 2025
June 2025
May 2027
Co-National RAP Champions
Lead: Chief Executive Officer – FPA and Managing Director AustraliaFPIA
Co-National RAP Champions
May 2027
RAP Council Co-Chairs
September 2025
Co-National RAP Champions
September 2025
Leads: General Manager
Development – QLD (FPI and FPA) Support: Development Directors/ Project Managers
Contact
Alice Knight – National RAP Champion (FPI)
E: alice.knight@frasersproperty.com.au
Ruvini Silva – National RAP Champion (FPA) E: ruvini.silva@frasersproperty.com.au