Inclusion Enabling Action Plan 2026-2028
So everyone feels they belong and contribute their best
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Contents CEO message...................................................... 3 Why it matters to John Holland.................... 4 Our plan on a page............................................ 5 Bringing our Inclusion Enabling Action Plan to life ............................................... 6 Accountability and partnering model........ 8 How our accountability and partnering model supports our Inclusion Enabling Action Plan-Operating rhythm..................... 9 Our awards, memberships and key partnerships.......................................10
Acknowledgement of Country John Holland acknowledges the Traditional Owners and Custodians of the lands and waters within Australia and recognises the important connection to Country that Aboriginal and Torres Strait Islander peoples have. We offer and pay our respects to Elders of the many nations and lands both past and present and to all knowledge holders. We recognise that the lands on which we work always was and always is Aboriginal and Torres Strait Islander land. We extend that acknowledgement and respect to other lands on which we work including to Aotearoa New Zealand and to all Māori people. 2
CEO message At John Holland our performance is driven by our people and the culture we create together. How we work, lead and build belonging directly influences the outcomes we deliver for customers - from the quality of our decisions to the commercial success of our projects. Stable, predictable and profitable results come not only from technical capability, but from people feeling respected, included and able to contribute at their best. When teams feel safe to speak up and bring their expertise forward, we see stronger risk management, faster problem solving, and more imaginative approaches - all of which improve productivity, financial results and how we transform lives. Our communities, customers and projects are diverse, and our people must continue to reflect and understand them. Inclusion is not only the right thing to do; it is a strategic advantage. Organisations with diverse, inclusive teams achieve better project outcomes, stronger customer relationships and consistently outperform their peers over the long term. We have already built strong foundations, and this refreshed Inclusion Enabling Action Plan builds on the progress of our 2023– 2025 plan and focuses on removing systemic barriers so every person can perform, grow and belong. By doing so, we unlock the full potential of our people - improving retention
and wellbeing, reducing avoidable cost, and strengthening capability across the business. The plan sets clear expectations and accountabilities. It moves inclusion from intent to action, with targeted priorities, measurable outcomes and a sharper focus on behaviours that influence safety, productivity and commercial performance. Inclusion is everyone’s responsibility. Leaders and employees shape our culture every day — in how we make decisions, collaborate, and attract, develop and support our people. Our Employee Resource Groups will continue to provide valuable insight that helps us anticipate workforce needs and future proof our capability. Ultimately, this plan is about making John Holland a great place to work and lifting performance through our people. By creating a John Holland where everyone belongs and can do their best work, we strengthen our culture, our people’s wellbeing and our ability to deliver for our customers, meet commercial goals, and grow sustainably into the future.
Nick Miller Chief Executive Officer
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Why it matters to John Holland
Inclusion
Diversity
Equity
Our aim is simple: a workplace where everyone feels they belong and can contribute at their best. This makes John Holland a place where people choose to stay, reducing the high costs of turnover, accelerating capability growth and increasing workforce stability across our projects. Inclusion, Diversity and Equity (I, D&E) is a shared responsibility — and a critical enabler of the performance, resilience and success of our business. We’ve made real progress, and this strategy lifts our ambition. This Enabling Action Plan builds on our 2023–2025 plan and reflects our commitment to a workforce that mirrors the communities in which we operate. Our people expect it, our customers increasingly evaluate it, and the evidence
shows that diverse, inclusive teams deliver stronger performance, better wellbeing and more resilient commercial outcomes. By using credible framework such as WGEA Gender Equality Citation, the Australian Workplace Equality Index, Reconciliation Action Plans and the Industry Culture Standard, we focus our efforts on the areas that create measurable impact. These frameworks give us benchmarks that improve our competitiveness in tenders, demonstrate rigour to our customers and partners, and ensure we invest in what strengthens performance — not in box ticking activities. This plan impacts every employee because we want everyone to feel they belong and can contribute at their best.
Sir John Holland recognised that our strength comes from people with different ideas, experiences and perspectives. As the infrastructure pipeline grows and evolves, we must attract and retain a broad range of talent to deliver safely on schedule and to the standard our customers expect. A more inclusive culture expands our talent pool at a time when capability shortages are one of the industry’s biggest commercial risks.
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Our plan on a page
Leveraging frameworks and best practice, we’ll progress activities across our business that impact our people and sphere of influence.
The Goal
ʈ Be an industry leader in Inclusion, Diversity and Equity
The Why
ʈ Psychological Safe workplace, greater business performance, lower turnover, early risk identification,
How
Through our pillars
quality decision making
ʈ Gender Equality
Action Plan and Strategy
impacting
- Employees ʈ Gender
ʈ Reconciliation
Action Plan
ʈ Psychological and
Recruitment
- People Team
Success measure
ARA Gender Equity Charter
ʈ Attraction and
With
Across these diversities
ʈ WGEA Citation,
Physical Safety and Respect
- Social Impact
Improve our Inclusion Index Result
Nations
Neurodiversity
Increase participation across employee lifecycle
the Culture Standard
- ERGs
- Clients ʈ Age
ʈ LGBTQ+
ʈ Implementing
ʈ Flexible Working
and Employee Experience
- Operations
ʈ Disability and
Decrease our Gender Pay Gap
Criteria (LGBTQ+)
ʈ Manager Capability
- Subcontractors ʈ First
ʈ AWEI Advance
- Leaders - Community
ʈ Cultural and
Improve engagement relating to flexible working
Linguistically Diverse
Client/Industry engagement
ʈ We embrace the diversity of our people and attract and retain the best talent ʈ Our people reflect the communities in which we work ʈ We meet our customer expectations and embed sustainable practices leveraging lessons learnt and
past initiatives
Success looks ʈ Our people have no barriers to being inclusive in their decisions every day, supported by practices and and feels like processes
ʈ Our people feel respected and can bring their true self to work ʈ We do good for others through community and client engagement reaching beyond just the
employee experience
Outcome
ʈ Everyone feels they belong and can contribute their best at John Holland
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Bringing our Inclusion Enabling Action Plan
1. When engaging suppliers and corporate partners, we ensure they are active in their efforts to create inclusive, diverse and equitable workplaces.
Psychological and physical safety and respect
Attraction and recruitment
Objectives
Objectives
ʈ Embrace the skills and capabilities of people from
ʈ Maintain a respectful work environment.
communities in which we work.
ʈ Embed progressive and fair recruitment practices and
role design to attract the widest pool of people from diverse backgrounds including those new to industry.
ʈ Increase representation of people from diverse
backgrounds in trade and technical roles.
Actions ʈ Advertise roles in a broad range of ways and make
ʈ Remove barriers to inclusion through a supportive
culture and psychologically safe work environment.
ʈ Make sure everyone knows their role in building an
inclusive environment where they can safely speak up.
Actions ʈ Our working environments support our employees
to work safely and respectfully i.e physical spaces on projects, visual cues and practices.
sure a diverse range of candidates are represented at shortlist stage.
ʈ Celebrate days of significance for diverse groups to
ʈ Maintain and continue to build partnerships to reach a
ʈ Promote the appropriate channels to speak up on
diverse range of candidates.
ʈ Engage with primary and secondary schools and
tertiary education institutions to promote careers in our industry.
ʈ Engage with community to promote John Holland and
Construction as a great place to work.
ʈ Recruitment and onboarding processes are welcoming,
inclusive, accessible and culturally safe.
ʈ Work with subcontractors to engage diverse workforce
through delivery of works.
How our people will contribute All ʈ Promote vacant roles through our networks. ʈ Share stories of I,D&E through community connections
and social media.
Leaders ʈ Work collaboratively with talent and social inclusion
teams to increase. underrepresented groups through targeted approaches to recruitment.
ʈ Think differently about how roles are designed.
promote understanding and acceptance of diversity. inappropriate behaviours and practices, actively support those who do and guide everyone on expected standards.
ʈ Project mobilisation procedures provide guidance/tools
(including POPPI) on creating a safe and respectful workplace and environment.
ʈ Cascade expectations of safe and respectful
workplaces through to suppliers and subcontractors.
ʈ Monitor Psychological Hazards as related to Inclusion
and Diversity with coordinated responses between teams (including HSC, People, Social Impact and Operations) to manage risks.
ʈ Review mandatory training compliance framework to
ensure the right audience is captured.
How our people will contribute All ʈ Role model positive and inclusive behaviour. ʈ Speak up about negative behaviours. ʈ Actively celebrate inclusion, diversity and equity in the
workplace.
Leaders ʈ Act quickly when matters are escalated or raised. ʈ Lead with positive and inclusive behaviour. ʈ Promote use of key internal resources that support
safety and wellbeing and encourage participation on our days of significance.
ʈ Support supervisors to provide a positive workforce
culture given their crucial role on our projects’ frontline.
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2. We incorporate an inclusion, diversity and equity plan in our bids, and we build teams for our projects with diversity in mind, starting at the bid phase.
3. Our public image as an organisation reflects genuine inclusion and engagement with diverse communities across our sphere of influence.
Employee experience and manager capability
Flexibility
Objectives
Objectives
ʈ Provide a market-leading employee experience,
ʈ Project specific Flexible Work Plans on every project.
including equitable access to development opportunities, career growth and leadership opportunities.
ʈ Develop and support our leaders to lead inclusively
across the employee lifecycle.
ʈ Change any structural inequities and barriers in our
employment practices.
Actions ʈ Promote and ensure development opportunities are
accessible and available to all.
ʈ Target organisation-wide leader performance goals
that maintain and drive an inclusive culture.
ʈ Enable employee resource groups to thrive by
providing connection and safe spaces through visible organisational support.
ʈ Develop and implement processes that enable career
opportunities for diverse talent.
ʈ Respect people’s contribution to the company through
fair and equitable remuneration and reward.
ʈ Promote opportunities for employees and managers
to engage through there sphere of influence and make a greater impact through activities like community engagement or supplier diversity.
How our people will contribute All ʈ Seek out and participate in development opportunities
that support equity and understanding of our diverse communities.
Leaders ʈ Participate and support activities of our ERGs. ʈ Self-reflect on their leadership influence and look
for opportunities to lead more inclusively across the employee lifecycle.
ʈ Actively promote flexibility and time for life as accepted
ways of working through our policies and practices.
ʈ Design roles to work flexibly based on the Flex wheel.
Actions ʈ Project-specific Flexible Work Plans included in all bids. ʈ Monitor Flexible Working Engagement Scores and
satisfaction through listening strategies and measure progress.
ʈ Embed flexibility discussions into annual performance
reviews, development planning, and goal setting.
ʈ Develop toolkits that enable projects to design more
flexible roles.
ʈ Support our industry work in normalising flexibility across
the construction industry.
ʈ Advocate for the benefits of flexibility with our customers
at tender phase.
How our people will contribute All ʈ Participate in annual flexibility discussions through
performance and development goal setting and review.
ʈ Share lessons learnt on successes and other learnings. ʈ Recognise that flexibility means different things to
people, and extends beyond working from home.
Leaders ʈ Use the Flex Wheel to enable roles to be flexible in a
range of ways.
ʈ Consider the opportunity for flexible working in role
design such as part time and job sharing.
ʈ Role model flexible practices and call out unsupportive
behaviours (especially on projects).
ʈ Lead regular development 1:1s that help improve I,D&E
in the team.
ʈ Implement at least one action a year to address team
feedback on I,D&E.
ʈ Consciously consider impacts on I,D&E when designing
organisation/project structures.
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Accountability and partnering model Our accountability and partnering model helps decisions, insights, and progress on inclusion, diversity, and equity flow clearly between our people and our leaders. This approach not only fosters a more inclusive workplace but also drives stability, predicitability and profitability by leveraging diverse perspectives and talents to deliver on our business strategy. All employees are encouraged to participate in ID&E initiatives and to take responsibility for creating inclusive practices locally, helping build a workplace where everyone belongs. Our model includes several key groups: ʈ Inclusion Advisory Group, which
brings together representatives from across the business to accelerate progress, enhance performance, and report recommendations to the Executive Leadership Team.
ʈ Reconciliation Advisory and
Action Committee (RAAC), which drives First Nations initiatives, oversees our Reconciliation Action Plan with input from the re-established Yarning Circle, and contributes to our overall performance and community engagement.
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ʈ Employee Resource Groups,
which give employees a voice, support our strategic priorities, and provide safe spaces for connection and skill development, with line managers supporting participation. These groups (Pride Network, Celebrate Women Network, Ability Network and Grow Network) play a crucial role in enhancing employee performance and contributing to our profitability.
These groups are complemented by dedicated Inclusion & Diversity and Social Impact roles across the organisation, ensuring sustained progress and structured reporting of our Enabling Action Plan and success measures to leadership and our Governing Body. This comprehensive approach ensures that our commitment to I, D&E is widespread and extends from our corporate areas through to Projects, and links to our overall strategy. Our structure and operating model of regularly engaging, aligning activities, listening and reporting through various forums is summarised over.
How our accountability and partnering model supports our Inclusion Enabling Action Plan Structural Connections Executive Leadership Team
Provides Endorsement and Strategic Oversight
Quarterly Updates Provided
Inclusion Advisory Group
Alignment, monitoring and progress. Unblocks barriers Inclusion Enabling Action Plan Actions that align across diversity areas Culture Standard First Nations
Gender
Reconciliation Action Plan
WGEA Action Plan & Gender Strategy
Age (experience)
Culturally & Linguistically Diverse
Disability & Neurodiversity
LGBTQ+ AWEI
ARA Gender Equality Charter Attraction and Recruitment INCLUSION PILLAR LEADS
Psychological and Physical Safety and Respect Employee Experience and Manager Capability Flexible Working
Reconciliation Advisory and Action Committee
Operating Model Delivery, Insight & Advocacy
Integration, Alignment & Oversight
Strategic Direction, Accountability & Resourcing
Inclusion Advisory Group
Executive Leadership Team
Drives delivery of key Inclusion initiatives across the four strategic focus areas.
Sets direction and provides strategic oversight for Inclusion.
Delivery, Insight & Advocacy Leads development and delivery of the Reconciliation Action Plan (RAP). Monitors and reports progress against RAP commitments. Aligns John Holland actions with Reconciliation Australia expectations. Provides advice on culturally appropriate policies and practices. Advocates for meaningful engagement with First Nations peoples. Identifies and helps remove barriers to participation for First Nations employees.
Employee Resource Groups (ERGs) Represent diverse employee voices and provide advice based on lived experience. Create safe, inclusive spaces for connection, support, and advocacy. Deliver actions aligned to the Inclusion Strategy through their own annual plans. Support Enterprise Days of Significance and related events. Maintain regular engagement with members and feed insights into the IAG. Manage allocated budgets to progress priority initiatives. Each ERG meets regularly i.e monthly
Advises on new or revised ID&E policies, practices, and initiatives.
Receives quarterly updates on Inclusion Strategy progress.
Gathers and reviews employee feedback and emerging issues.
Endorses priorities, resolves barriers, and reallocates resources where needed.
Prepares quarterly progress and risk reporting for the ELT.
Sponsors ERGs and RAAC to ensure executive leadership and visibility.
Convenes sub‑groups to progress priority actions.
Ensures Inclusion priorities align with broader business and workforce priorities.
Inclusion Pillar Leads Share collective accountability for Inclusion outcomes across the business. Align Inclusion initiatives with other workforce and operational priorities. Identify opportunities and risks across Inclusion focus areas. Support integration of Inclusion actions into core business activities. Champion progress and consistency across pillars
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Our awards, memberships and key partnerships
Our memberships and engagements ʈ Australian Disability Network ʈ Diversity Council Australia ʈ Hidden Disabilities Sunflower ʈ Kinaway Chamber of Commerce ʈ NAWIC ʈ NSW Indigenous Chamber of Commerce ʈ Pride in Diversity ʈ Reconciliation Australia ʈ Social Traders ʈ Supply Nation ʈ Workplace Gender Equality Agency Gender
Equality Citation Program
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Key partnerships ʈ CareerSeekers ʈ Community Shelters for Women ʈ Fitzroy Stars
ʈ McAuley Community Services for Women
Foundation
ʈ NSW Corrective Services
Awards and Recognition ʈ 2025 Australasian Rail Industry Award winners;
Employee Engagement Excellence Award: Next Rail Team for its Flex from the Start initiative “Flex9”, which improved work life balance, attraction and retention.
ʈ Winner of the Best Workplace Flexibility Program at
the Australian HR Awards 2025 - The M7-M12 LateStart program, which has helped women and carers join the industry by offering a second pre-start time of 8.45am to allow them to fulfil their personal responsibilities.
ʈ Diversity and Inclusion Champion – 2025 from
Multicultural Queensland Awards, for outstanding contribution to inclusive employment and multicultural participation
ʈ Corporate Business Excellence Medal – 2024
from Multicultural NSW, recognising outstanding achievement in promoting diversity, inclusion and social harmony, particularly through employment pathways for refugees and asylum seekers.
ʈ Award for Diversity, Equity and Inclusion (>250
employees) – 2024 by Property Council of Australia for Organisation‑wide inclusion strategy, flexible work practices, social procurement and gender equality leadership
ʈ Finalist: NAWIC NSW Crystal Vision Awards 2025,
Next Rail – retention of women and flexible work initiatives and M7–M12 Integration Project – Female Constructors of the Future program
For more information please contact inclusion@jhg.com.au
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johnholland.com.au
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