Our journey
Establishing an Indigenous employment and retention strategy, which continues to evolve as it is reviewed.
Introducing the opportunity for Aboriginal and Torres Strait Islander employees to self-identify.
Creating an internal Indigenous Network, providing our Aboriginal and Torres Strait Islander employees with an opportunity to connect. This network has grown over the past four years to more than 50 employees.
As we move forward on this journey, we continue to develop our understanding of what is required to make a difference. For example, we need to avoid standardised approaches and instead tailor communication and action to suit the unique circumstances and needs of Aboriginal and Torres Strait Islander individuals and communities. To maximise our influence we’ve identified a number of important lessons including:
A large proportion of our clients’ projects are implemented on the Traditional Lands of Aboriginal and Torres Strait Islander peoples across Australia. And with more than 4000 employees and 44 offices across the nation, this provides a very broad platform to influence reconciliation and connection between our people, our clients and the many communities in which we operate. We value the opportunity to work in partnership with Aboriginal and Torres Strait Islander peoples as part of that contribution.
Re-establishing our RAP Advisory Committee, with six external members (including five who identify as Indigenous), to provide guidance on the development and implementation of our RAP.
Establishing a comprehensive strategy to govern and expand our approach to working with Aboriginal and Torres Strait Islander businesses, creating opportunities to partner on projects and guiding our Indigenous Procurement program.
The need for robust governance and a strong focus on monitoring and maintaining effective resourcing to achieve our commitments.
Accountability within every team in our business to implement relevant elements of the RAP as part of their everyday activities. Our Indigenous Network and Indigenous Services team can provide support and guidance.
Since the beginning of our reconciliation journey we have continued to look across our business to understand the breadth of our influence and embed a consistent, national approach, with emphasis in several key focus areas. While we acknowledge there is still much more we can do, we celebrate the many achievements to date, including:
Implementing a new online Cultural Awareness Training Program, available to all our employees. More than 1000 employees had completed the training at the end of September 2021, and we have a completion target of 2000 by the end of 2021.
Establishing and maintaining an Indigenous Services team to lead the implementation of strategies for employment, procurement and cultural awareness.
The need to provide comprehensive support, data and guidance to senior leaders and key decision makers within our enterprise to ensure engagement.
Investment in career pathways has been effective in recruitment and retention, but it has also highlighted the need for different strategies for mid and senior career levels.
Strengthening local relationships with Aboriginal and Torres Strait Islander peoples by capitalising on our broad geographic coverage across Australia.
Self-identification is critical in ensuring that we have accurate understanding of our Aboriginal and Torres Strait Islander employees and their career progress.
Our Indigenous supply chain can be improved by further focus on identifying opportunities to scale procurement for national and regional projects.
Reconciliation Action Plan | GHD | 9
