Innovate Reconciliation Action Plan (RAP) 2024 – 2026

Innovate Reconciliation Action Plan

January 2024 – December 2025

The artwork by Jordan Lovegrove, Ngarrindjeri, of Dreamtime Creative, shows John Holland driving positive change throughout Indigenous Australia. John Holland, represented by the large central meeting place, is reaching out to different communities to build relationships in an effort to empower and transform lives, shown by the pathways leading out to the other meeting places. The pathways with the footprints show John Holland’s journey from where we began looking towards the future.

John Holland acknowledges the Traditional Custodians of the land on which we work and live and recognise their continuing connection to land, sea and water. We pay respect to Elders past, present and emerging and extend that respect to all Aboriginal and Torres Strait Islander Peoples.

A message from our CEO

John Holland’s work stretches across a vast geographical area, touching diverse communities from Australia’s inner city and urban areas to some of the most isolated parts of the country. This places us in a unique position to positively impact the lives of those in the communities in which we live and work. We have both the ability and the responsibility to give back to the Traditional Owners of the land for generations to come.

A genuine Acknowledgment of Country goes so much further than words. We put people at the heart of everything we do which includes First Nations Peoples and having a Reconciliation Action Plan (RAP) is central to this process. A RAP maps out a tangible path forward for the business that will guide us in working and walking together with Traditional Owners and First Nations communities more broadly in the healing and restoration process. At John Holland, a collaborative framework developed together with our First Nations employees and stakeholders will support us to do this in a meaningful and sustainable way.

This latest RAP outlines our measurable goals and actions for the next two years and reiterates our commitment to leave a positive and lasting legacy in the cities, regions, and communities where we have a presence. We know there is more to do, more to learn and more to contribute. I am proud to lead a company that is authentic and unwavering in its commitment to understanding and improving the lives of the First Nations Peoples of this incredible country we call home.

Joe Barr Chief Executive Officer

Third Innovate RAP

Reconciliation Australia commends John Holland on the formal endorsement of its third Innovate Reconciliation Action Plan (RAP).

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

With close to three million people now either working or studying in an organisation with a RAP, the program’s potential for impact is greater than ever. John Holland continues to be part of a strong network of more than 2,500 corporate, government, and notfor-profit organisations that have taken goodwill and transformed it into action.

The four RAP types — Reflect, Innovate, Stretch and Elevate — allow RAP partners to continuously strengthen reconciliation commitments and constantly strive to apply learnings in new ways.

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

An integral part of building these foundations is reflecting on and cataloguing the successes and challenges of previous RAPs. Learnings gained through effort and innovation are invaluable resources that John Holland will continuously draw upon to create RAP commitments rooted in experience and maturity.

These learnings extend to John Holland using the lens of reconciliation to better understand its core business, sphere of influence, and diverse community of staff and stakeholders.

The RAP program’s emphasis on relationships, respect, and opportunities gives organisations a framework from which to foster connections with Aboriginal and Torres Strait Islander peoples rooted in mutual collaboration and trust.

This Innovate RAP is an opportunity for John Holland to strengthen these relationships, gain crucial experience, and nurture connections that will become the lifeblood of its future RAP commitments. By enabling and empowering staff to contribute to this process, John Holland will ensure shared and cooperative success in the long-term.

Gaining experience and reflecting on pertinent learnings will ensure the sustainability of John Holland ’s future RAPs and reconciliation initiatives, providing meaningful impact toward Australia’s reconciliation journey.

Congratulations John Holland on your third 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 for reconciliation is to see prosperous First Nations Peoples in the communities and regions where we operate, enriched by their employment and empowered through thriving businesses. Our commitment to strong relationships, opportunity and respect is central to our reconciliation action vision and this will underpin our work to empower First Nations communities to have the same social and economic equality that non-Indigenous people do.

We will achieve this by leveraging our infrastructure spend to provide training, employment, and procurement opportunities for First Nations businesses and Peoples and authentic community consultation throughout our projects and broader operations.

Our business

For 75 years, John Holland has been synonymous with some of our nation’s most significant, impactful, and complex projects. From the Batemans Bay Bridge upgrade on the New South Wales south coast and the Rozelle Interchange underground motorway in Sydney, to Melbourne’s Metro Tunnel and the Kidston Pumped Storage Hydro Project in Far North Queensland. These transformational projects will benefit the community for many decades to come. For the projects we have completed, and the others that we’re still delivering, we are deeply focused on creating meaningful outcomes for First Nations Peoples and communities through employment opportunities, procurement of First Nations businesses and genuine community engagement.

Operating in Australia and New Zealand, we work across sectors from infrastructure and property development through to rail and transport, energy and building. We are customer centric, and relationship focussed. We’re proud to be known as a business that delivers projects that have a positive impact on the way people live, move, stay connected and enjoy the space in which they live.

Our parent company, CCCI, is a whollyowned subsidiary of China Communications Construction Company Limited (CCCC), which is listed on the Hong Kong (1800. HK) and Shanghai Stock Exchanges (601800SH).

In Australia, John Holland directly employs more than 5,500 people in corporate offices located in Sydney, Melbourne, Brisbane, Perth, Adelaide and Karratha as well as project-based worksites across the breadth of regional and metropolitan Australia. We currently employ around 115 First Nations Peoples, making up 1.9 per cent of our business. We are committed to engaging First Nations businesses to work with us in our business and on projects.

Given our large operational and project-based footprint across Australia, coupled with our expanding regional presence in the energy sector, we’re in a strong and privileged position to develop long term partnerships with First Nations communities and businesses, and to listen and learn from the Traditional Owners of the ancient lands upon which our business operates.

We are committed to being an Employer of Choice. Looking after our employees means providing a safe workplace, innovative training, career development opportunities, a caring culture and a sense of belonging. We are committed to being an inclusive, enduring, and industry leading business.

Smoking ceremony at Batemans Bay Bridge replacement project opening, New South Wales

Our Reconciliation Action Plan (RAP)

John Holland recognises we all have a responsibility to be part of the reconciliation process. We acknowledge that as a business of our size and reach, we are in a unique position to make a real difference in the lives of the First Nations Peoples living and working in the communities where our business operates. This is not without challenge; but we firmly believe that it is a challenge worthy of our genuine and collective attention.

Ultimately everything comes down to relationships; relationships with First Nations Peoples, communities and with the land and water itself. Each community has unique needs and aspirations and so it is paramount that the next stage of our RAP journey seeks to deepen our relationships with the First Nations communities where we work.

Parts of our business touch some of the most isolated places in Australia while other projects are being delivered in the heart of major cities. However, some needs are universal across Australia and so John Holland focusses on providing education opportunities such as internships, scholarships, traineeships/ apprenticeships and employment opportunities both through direct hire within our business and by procuring First Nations contractors on our projects because we know that ‘Indigenous businesses create Indigenous jobs’.1

Since 2016, we have completed two Innovate RAPs which supported our business in achieving positive engagement with First Nations Peoples, communities, and businesses. This foundation underpins our unwavering commitment to further embed the intent and day to day application of reconciliation more deeply into our business, with the focus on generating greater social outcomes for First Nations Peoples.

1 Ref: report on Indigenous Participation in Employment and Business, House of Representatives Standing Committee on Indigenous Affairs, Aug 2021.

Our Reconciliation Journey

Learnings from 20162018 RAP reviewed.

JH Innovate RAP endorsed. 2020-2022.

JAN 2020

JH reported $67 million invested in First Nations businesses.

DEC 2020

MAY 2020

RAP launched to employees & community during Reconciliation week.

Employed Group Manager of Social Impact.

AUG 2021

JUL 2021

Comprehensive RAP tracker reporting tool launched to the business – to encourage & track reconciliation commitments & actions.

JH increased its investment in First Nations procurement initiatives to $107 million.

DEC 2021

SEP 2021 Rolled out

Acknowledgment of Country posters & guidance for projects in meeting rooms.

Senior Indigenous & Social Inclusion Senior Advisor (National) appointed to drive enterprisewide approach & initiatives.

AUG 2022

JUL 2022

Engaged First Nations business to lead multimedia project and conversation with First Nations employees on NAIDOC week and what it means to them.

JH brings together all RAP working group members from Australia to gather in person, build connections & plan for the next year.

DEC 2022

NOV 2022

Commitment to the RAP elevated with a structural refresh of the RAP working group into four dedicated subcommittees.

Engaged Stan Grant to facilitate a powerful discussion around the Voice & reconciliation more broadly, presenting to the Executive Leadership Team & RAP working group.

DEC 2022

DEC 2022

JH’s First Nations procurement investment reaches $160 million for the 2022 calendar year.

A second Executive Sponsor joins the RAP working group.

JAN 2023

Engaged an external First Nations company (the Gaimaragal group) to help the business navigate its response & engagement to the Voice to Parliament.

APR 2023

RAP working group name changes to Ngalpan Mura Mab – Our Shared Journey. Language – Kalaw Lagaw Ya. Dialect - Kalaw Kawaw Ya (Saibai Island, Torres Strait).

JUN 2023

JH commissions & unveils a significant artwork by First Nations employee Marcia Maguire, which is permanently on display in our head office reception in Sydney.

JUL 2023

JH runs check-in / wellbeing sessions before the Referendum allowing staff to be as informed as possible before the vote & address any mental health or wellbeing concerns.

OCT 2023

JH commissions & releases video for Indigenous Business Month. The video features 3 First Nations businesses sharing their stories, highlighting the community benefit and ripple effect. The video is featured on JH website.

OCT 2023

JH releases its updated Inclusion Strategic Plan, launches a Social Impact Strategic Plan, and submits its new RAP to Reconciliation Australia for endorsement.

DEC 2023

FEB 2023

RAP working group rolls out four employee-led Lunch & Learn sessions, inviting all 5500 employees to attend & find out more about the proposed Referendum.

MAY 2023

JH employees host an honest & authentic panel to discuss the Voice to Parliament – the panel was shared live around the country during Reconciliation Week.

JUL -OCT 2023

Susan Moylan-Coombs from the Gaimaragal group hosts a number of engagement sessions with employees & leaders about the Voice to Parliament. This begins with First Nations employees to ensure the approach is shaped first & foremost by First Nations voices.

SEP 2023

JH holds first stall at the Koori Knockout, hosted by NSW Indigenous Chamber of Commerce.

OCT 2023

JH forms a position on the Voice to Parliament & releases a video outlining our journey with the Gaimaragal group & as an organisation. The approach is based on voices of First Nations employees & focuses on providing education & support.

NOV 2023

JH attends the NSW Indigenous Chamber of Commerce Awards night & wins project of the year for the West Connex Rozelle Interchange project (a joint venture with CPB) for the commitment to advancing Aboriginal participation in infrastructure, along with Aboriginal apprentice of the year.

Our Reconciliation Action Plan (RAP)

During our RAP journey and particularly over the past two years of working with our last Innovate RAP, our RAP working group has identified areas of work that as a business we could be doing better and more effectively to maximise outcomes for First Nations Peoples both internally and externally.

At the end of our last RAP in 2022 our RAP working group identified three key areas for improvement and presented the following recommendations to our business leaders:

Investment in an in-house, sustainable procurement database and system to facilitate and increase procurement of First Nations businesses.

To create a new position for a First Nations person within the corporate structure to guide our First Nations engagement and support the work of our project-based First Nations advisors, as well as coordinate the implementation of RAP deliverables across the business.

A commitment to the development of a formal whole of business cultural learning plan, to build our cultural competency across the business to ensure we increase our cultural sensitivity and literacy as a business.

All recommendations have been endorsed by the business with the following progress and outcomes:

Appointment of a Senior Indigenous and Social Inclusion Advisor, a national role filled by a First Nations person with extensive community and employment experience which sits within the Customer and Corporate Affairs team. The role which was appointed in mid-2022 coordinates implementation of our RAP and is working collaboratively with the national procurement team to build the sustainable procurement database with a focus on First Nations businesses.

The new system will support our bid and project teams with seamless access to trusted and local First Nations vendors and suppliers, enabling more spend with First Nations businesses and utilising local businesses close to project locations.

With the support of our national Employee Experience team, the RAP working group is leading the preparation a cultural learning plan for the business, with an intention to commence roll-out of a program in 2024. With preparation of a needs analysis currently underway, broader consultation is being carried out concurrently to inform the development of cultural learning resources.

In addition to these actions, the Governance sub-committee with support from senior leadership has reflected on the RAP learnings and implemented the following improvements to enhance functionality and accountability of our RAP:

Refresh of the RAP working group structure with four new subcommittees:

- Engagement & Cultural Learning subcommittee

- Procurement, Employment & Enabling sub-committee

- Communications & Events subcommittee

- Governance, Monitoring & Measurement subcommittee

Appointment of a second Executive Sponsor to the RAP working group to increase the level of influence and engagement with the senior leadership team and across the business (as listed below).

Through this RAP we will further educate our people about the diversity of First Nations cultures and Peoples, to deepen understanding and arrest unconscious bias. We will continue to strengthen our engagement with First Nations businesses. Over the next two years this RAP will become more embedded into our business policies and practices, helping to inform our decision making across every level.

Our RAP is supported by our CEO, championed by two Executive Sponsors, our Chief Strategy Officer and our Chief People Officer, and facilitated by our RAP working group which consists of 30 per cent First Nations representation, with the support of a RAP Coordinator.

Representation includes a mix of senior leadership and management roles with direct accountability for deliverables and a diversity of roles and representative voices from across corporate functions and projects:

RAP working group

Chief Strategy OfficerExecutive Sponsor

Chief People OfficerExecutive Sponsor

Indigenous & Social Inclusion

Senior Advisor (national role)Co-Chair & RAP Coordinator*

Senior Inclusion & Diversity Resourcing Advisor - VIC project based - Co-Chair*

Inclusion & Diversity Manager - Co-Chair

Diversity & Inclusion Coordinator - VIC project based*

General Manager, Talent

General Manager, Strategic Procurement

Safety & Training Advisor - NSW site based

Operations Manager, WA

Senior People AdvisorNSW project based

Senior People Advisor, Major Projects - Major Projects People

*Members of our RAP Working Group who proudly identify as First Nations.

Project AdministratorNSW project based*

Social Inclusion ManagerInfrastructure & Major Projects

Social Procurement and Inclusion Manager - Building

General Manager, Customer & Corporate Affairs

Group Manager, Social Impact

Some of the community partnerships at the heart of our RAP journey to date

Fitzroy Stars Football and Netball Club

Clontarf Foundation

The Clontarf Foundation works to improve the prospects of First Nations boys by supporting their education and development of foundational life skills. John Holland has partnered with the Clontarf Foundation since 2020 providing work experience and employment opportunities for the young men participating in these life changing programs. Staff from John Holland regularly attend and volunteer at Clontarf events including career forums and football carnivals, supporting Clontarf’s work in helping young men improve their education, self-esteem, life-skills, and employment options.

“The worksite visit to John Holland’s Seven Hills workshop was a particular highlight for the boys. The hands-on experience and guidance they received resulted in four of the boys developing an interest in doing a Civil Engineering, Mechanical and Signalling Trade, and all four want to do work experience at John Holland.”

James Finlayson, Clontarf Foundation Partnership Manager

For 50 years, Fitzroy Stars Football and Netball Club has supported First Nations athletes functioning as ‘a hub’ for the First Nations Communities in Melbourne. The club brings people together and fosters a sense of identity and community through team sport. John Holland is proud to be a major partner and supporting members by offering employment, education, and training pathways for First Nations Peoples. As a major partner since 2022, we have hosted employment events and supported community activities, and placed five Stars players into full time roles on our Melbourne projects. As Fitzroy Stars Football and Netball Club President, Esme Bamblett said, “We look forward to continuing to grow our partnership with John Holland and creating positive outcomes for our members and the community.”

Victorian Aboriginal Education Association Inc (VAEAI)

The Victorian Aboriginal Education Association Inc (VAEAI) aims to increase the voice of Koorie Peoples in education and support First Nations students in school in Victoria. John Holland’s partnership with VAEAI includes supporting their annual scholarship program and providing paid work experience for Aboriginal and Torres Strait Islander university students. These programs ensure that when students graduate, they have the experience they need and are well equipped to enter the job market to secure well-paid, fulfilling roles. In addition to funding scholarships, we currently we have two VAEAI cadets engaged on our projects in Victoria.

NSW Aboriginal Education Consultative Group (NSW AECG)

John Holland partners with the NSW Aboriginal Education Consultative Group (AECG) to provide annual scholarships for First Nations university students and to support STEM camps in regional areas. This is an opportunity for First Nations students to learn more about the construction industry and encourage uptake of STEM subjects in high school and university. This partnership helps students find fulfilling and careershaping roles. To ensure there is a sustainable pool of candidates, NSW AECG makes sure that when suitable job opportunities become available, students have the tools and credentials to apply and be hired. In 2023, about 50 First Nations high school students attended the STEM camp in the Newcastle region, and planning is underway for 2024.

Griffith University Aboriginal Scholarship program

Since the inception of this partnership in 2022, John Holland has funded six scholarships for local First Nations students studying with Griffith University. Of the four scholarships awarded to date all four of the recipients were young First Nations women, with two completing internships on our Gold Coast Light Rail project.

Our projects delivering great opportunities for First Nations Peoples

Parklands at Rozelle Interchange project, New South Wales

Indigenous Australian Engineering School (IAES) student site visit at Rozelle Interchange project, New South Wales

The Rozelle Interchange project

Through the dedication and focus of a team determined to establish a new benchmark for First Nations engagement, the Rozelle Interchange – a $4.6 billion project based in Sydney – achieved extraordinary outcomes despite the COVID-19 pandemic, including:

Creating employment opportunities for 566 First Nations Peoples including 31 who were unemployed for greater than 26-weeks prior to commencement on the project.

Delivering more than three times the project’s NSW Aboriginal Participation in Construction (APIC) target since commencement and has spent over $140 million with First Nations businesses.

Directly engaged 25 First Nations businesses.

A joint venture between John Holland and CPB Contractors (JHCPB), the project team understood that First Nations Peoples face greater barriers to employment and experience higher rates of unemployment and facilitated a three-week work-readiness program to recruit for entry-level roles for First Nations Peoples in civil construction.

Offering nationally accredited training, culturally appropriate mentoring support and skills to equip candidates for careers in construction, 13 of the graduates were offered traineeships upon graduation, with some participants describing the program as “life-changing”.

Further adding to the positive legacy, the Rozelle Interchange project leaves a parkland and public open space of up to 10 hectares to be enjoyed by the community for years to come. In recognition of the First Nations communities that have inhabited the land on and near Rozelle, the project’s design team ensured First Nations cultures and heritage was integrated into the space to celebrate the rich culture of First Nations communities. This piece of work involves rehabilitating and healing the land with thousands of native plants to support native insects, reptiles, and mammals returning to the area. More than 60 species of Indigenous bush foods were planted throughout the parkland to support cultural education and intergenerational knowledge sharing. The parkland, which will be given a First Nations name, will also be the location of a Yarning circle for the community to participate in collective conversation and respectful learning.

First Nations civil construction pre-employment graduates at Rozelle Interchange project, New South Wales

Batemans Bay Bridge replacement project

With a deep commitment to authentic engagement with the local First Nations communities, the John Holland team working on the Batemans Bay Bridge Replacement project worked hard to fulfil the community’s priority for sustainable employment outcomes for local people. In collaboration with Traditional Owners and Elders as mentors, the project facilitated a 16-week job-ready program for 16 local First Nations Peoples with an interest in employment in civil construction, some of whom were long-term unemployed. Upon completing the program 12 graduates were offered full-time traineeships in civil construction on the project. The guidance of the local First Nations mentors on site created a culturally safe workplace and supported participation and retention outcomes. Participants who did not complete the program, in partnership with local training and employment providers, were supported into pathways for alternative vocations.

The project team also engaged Traditional Owners to develop an artwork depicting the story of the Bindoo (Clyde River) to display at the entry of the site sheds. Embedding the local First Nations cultures into the project environment was key to creating an inclusive workplace.

Batemans Bay Bridge, New South Wales

Western Plains Correctional Centre, Victoria

Western Plains Correctional Centre

As part of a $17.2 million commitment through the Western Plains Correctional Centre to engage social enterprises and First Nations businesses, the project also committed to supporting local businesses and Victorians from backgrounds of disadvantage.

John Holland worked with First Nations-owned and operated business Wamarra which started out with six employees on the project and now employs 79 workers including 48 full-time First Nations employees with skills in design, management, and a variety of trades.

The company built concrete and carpentry walkways, subsoil drainage, temporary pavements and haul roads, and electrical works.

According to Wamarra’s Managing Director, Hayden Heta, the Western Plains Correctional Centre provided a significant boost to the business enabling Wamarra to employ more people and train its employees in a range of construction disciplines.

By empowering First Nations business and engaging them in the project supply chain, John Holland helped Wamarra create pathways for local people who otherwise may have struggled to secure stable employment and experience in an industry that offers an abundance of opportunity. The partnership with Wamarra on the Western Plains Correctional Centre has made economic self-determination an achievable goal for a number of First Nations Peoples and their families.

Trainees working on the Batemans Bay Bridge replacement project, New South Wales

Edmonton to Gordonvale Road Upgrade Project

Located on Gimuy Walubara Yidinji and Dulabed Malanbarra and Yidinji Country respectively, the Edmonton to Gordonvale (E2G) project spans a 10 kilometre section of the Bruce Highway Upgrade Project at the southern gateway into Cairns, Far North Queensland. Despite a larger First Nations Peoples representation in this region, a challenge to achieve a minimum employment target of five per cent was set, and through the project team’s commitment to building local relationships, partnerships and authentic engagement, this was easily achieved with seven per cent of the workforce identifying as First Nations Peoples at the peak of the project. A total of 180 First Nations Peoples were supported into meaningful employment and careers.

A John Holland Seymour White AECOM joint venture (HSA Group), the E2G project team worked with Traditional Owners and local Elders to establish a cultural heritage management agreement that included a First Nations cultures and heritage induction as mandatory for all people working on the project, enabling the team to relocate and protect sacred sites.

Local artist from the Gimoy Walubara Yidinji language group, Hendrick Fourmile, was commissioned to create a design for the E2G reward and recognition program, with a design depicting the E2G journey of construction and reconciliation on their Country. The artwork has now been replicated onto E2G stubby coolers, which is always a favourite item in the tropical North and prized by all who win the award.

Edmonton to Gordonvale Road Upgrade Project, North Queensland

Traditional Owners inspecting Indigenous sites of significance, Edmonton to Gordonvale Road Upgrade Project, North Queensland

Investing in the sustainability of First Nations businesses

We know actions speak louder than words – but these testimonials from our First Nations vendors confirm and inspire us in our continued commitment to building sustainable partnerships with First Nations businesses and boosting capacity in the industry. The lessons learned enable a greater focus on finding new ways to create further opportunities for First Nations business.

Spirit Creative Agency

“Our relationship supplying John Holland with print and design services over the last few years has allowed our business to not only survive through the COVID-19 pandemic but thrive. Enabling us to grow our team, employing a print apprentice and an Indigenous junior design team member, and expand into a larger premises.” Jason James, Co-Founder and Head of Print & Production.

Cable Containment Services

Cable Containment Services (CCS) has been a major supplier of CSR materials, kick starting its journey with John Holland on the Rail Infrastructure Alliance project – the company’s inaugural contract. “John Holland’s openness and transparency allowed CCS to work closely with contracts and procurement teams to ensure our prices were competitive to meet project budgets” –Allan Murray, CCS Founder. CCS has since gone on to expand its capability with the supply of all RCP pipe, concrete-plastic pits and lids, water tanks and all accessories, and has secured contracts with other tier one construction companies.

Putting a spotlight on some of our First Nations employees

Casey Sentance

Casey has been with John Holland for four years and is currently a Diversity & Inclusion Coordinator with the North Western Program Alliance. Casey came to John Holland after working at Uluru for four years with Voyages. He started as an accounts payable trainee and was encouraged by his manager to apply for a permanent position due to his attention to detail and quality of work and has since been promoted into his current role.

Casey’s language group is Wiradjuri. Wiradjuri country is the largest in NSW, stretching from the eastern boundary of the Great Dividing Range. Drawing a line from the present towns of Hay and Nyngan approximates the western boundary. While Gunnedah and Albury mark the northern and southern boundaries of Wiradjuri country

Casey undertook the role in Uluru prior to starting with John Holland to connect with his cultural identity. Like many First Nations Peoples his family were unwilling/unable to speak about and pass on First Nations cultures due to historical acts committed against their communities. It is common for First Nations communities to experience and feel overwhelmed by intergenerational trauma.

Marcia McGuire

Marcia is an Administration Assistant with the WA Rail team. A proud Whadjuk, Ballardong & Yamatji Aboriginal woman from Perth, she started out as an administration trainee in 2014, and has worked for John Holland ever since.

When she’s not in the John Holland uniform, you’ll find Marcia running her own Indigenous art business, something her WA Rail colleagues supported her in establishing.

Recognising her incredible contribution to the WA art community, John Holland asked Marcia to design a mural to be displayed in the Perth office. The mural tells a deeply personal story about the empowerment of women –beautifully inspired and guided by her culture.

If you visit John Holland’s Perth office you’ll see Marcia’s artwork emblazoned on John Holland polo shirts and personal protective equipment worn by WA Rail staff, with a unique design and story behind it.

To mark NAIDOC Week in 2023, Marcia’s artistic talents were celebrated once again, with a piece commissioned for display in John Holland’s Pyrmont office in Sydney – a symbol of the business’ national footprint, and the First Nations stories of the lands on which we work.

For Marcia, culture is at the heart of everything she does – and this is something her WA Rail colleagues embrace every day. There is flexibility for Marcia to be her own person, to follow and honour her traditions especially around her children, and at the same time be an integral member of the John Holland team.

Relationships

In line with John Holland’s purpose to transform lives, our commitment to authentic and respectful relationships with First Nations Peoples and communities is central to how we put reconciliation into practice. The voices of our First Nations employees are important to us and we will continue to nurture recently established yarning circles across the business to gain a deeper understanding of how our policies and practices can enhance experiences, safety and the sense of belonging at John Holland.

We will continue to grow and maintain sustainable partnerships with First Nations businesses and service providers and bring focus through our sphere of influence to improve social and economic outcomes for the communities in which we work every day. For our non-Indigenous employees, we will maximise opportunities to learn and be enriched on our collective journey of reconciliation with our First Nations Peoples.

Action Deliverable Timeline Responsibility

1. Develop, maintain and strengthen mutually beneficial relationships with First Nations stakeholders and organisations.

1.1 Continue to work with local First Nations organisations, service providers and programs to strengthen partnerships, foster new opportunities to achieve mutual goals, and develop guiding principles for future engagement, including:

- Fitzroy Stars Football & Netball Club

- Clontarf Foundation

- NSW Aboriginal Education Consultative Group (NSW AECG)

- Victorian Aboriginal Education Association Inc (VAEAI)

- Aurora Foundation

1.2 Develop mutually beneficial enterprise relationships with First Nations organisations and service providers to increase First Nations talent pipeline.

1.3 Develop and implement engagement guidelines to support operational teams to engage more effectively with First Nations stakeholders and organisations and incorporate site-specific content in inductions across projects.

1.4 Maintain a register of First Nations service providers, and community organisations to promote and increase participation in project opportunities for First Nations Peoples.

Review Aug 2024, Aug 2025

Lead: Group Manager Social Impact

Support: Business Unit (BU) Social Procurement & Inclusion Leads

By Oct 2024; Review Dec 2025 General Manager (GM) Talent

Site specific pilot completed by Jun 2024. Pilot extended to other locations by Dec 2025. RAP Coordinator

By Jun 2024; Review Jun 2025

Lead: RAP Coordinator

Support: BU Social Procurement & Inclusion Leads

Smoking ceremony, Sydney MetroChatswood, New South Wales

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

2.1 Continue to organise at least one Australia-wide NRW event each year.

May 2024 May 2025

2.2 Circulate and promote Reconciliation Australia’s NRW resources and reconciliation materials to staff. May 2024 May 2025

2.3 Ensure RAP working group members participate in an external NRW event.

2.4 Encourage and support staff and senior leaders to participate in at least one external event to recognise and celebrate NRW, by promoting events by location.

2.5 Register all our NRW events on Reconciliation Australia’s NRW website.

May / Jun 2024 May / Jun 2025

Lead: RAP working group co-chairs

Support: RAP Coordinator

RAP Coordinator

RAP working group co-chairs

May 2024 May 2025 Executive Sponsors

May 2024 May 2025 RAP Coordinator

3. Promote reconciliation through our sphere of influence.

3.1 Initiate CEO-led communications launching our new RAP with all employees, setting out our vision for reconciliation in alignment with the John Holland Inclusion Strategic Plan. May 2024

3.2 Share our commitment to reconciliation publicly with the launch of our new RAP across our external channels. Jun 2024

3.3 Share and celebrate RAP outcomes with our employees across internal channels and provide education where needed.

3.4 Share and celebrate RAP outcomes with our stakeholders (clients, supply chain etc.) across external channels and provide education as needed.

3.5 Review website collateral to ensure the communication of our commitment to reconciliation is maximised.

3.6 Refresh RAP messaging for tenders sharing our RAP journey and demonstrating our commitment to reconciliation with our clients.

Review Jun 2024, Jun 2025

Customer & Corporate Affairs

Customer & Corporate Affairs

Customer & Corporate Affairs

Review Jun 2024, Jun 2025 GM Customer & Corporate Affairs

Review Jun 2024, Jun 2025 GM Customer & Corporate Affairs

Update by Jun 2024; Review Dec 2025

4. Promote positive race relations through antidiscrimination strategies.

3.7 Collaborate with RAP organisations and other like-minded organisations to develop innovative approaches to advance reconciliation, including participation in RAP forums with construction industry peers.

4.1 Engage with First Nations staff and/or First Nations advisers to consult on the effectiveness of our HR policies, standards, procedures relating to antidiscrimination.

4.2 Review and revise our HR policies, standards and procedures as needed to ensure anti-discrimination provisions respond to current and future needs and staff feedback and communicate changes.

4.3 Provide education for our senior leaders and managers on the effects of racism, leveraging offerings through our diversity partners (e.g., Diversity Council Australia).

4.4 Promote avenues for culturally safe support for First Nations employees, including John Holland Employee Assistance Program (EAP), National Advisory Service Employee Relations (NASER) and People team representatives, to address incidences of discrimination as needed.

Lead: GM Customer and Corporate Affairs Support: RAP Coordinator

Review Mar 2024, 2025 RAP Coordinator

By Oct 2024 GM People Operations

By Dec 2024; Review Dec 2025

By Mar 2025

GM People Operations Manager

GM Employee Experience

Review Jun 2024, Jun 2025 GM People Operations

Respect

People are at the heart of everything we do at John Holland. We believe that dignity and respect is foundational for all meaningful relationships. Culture and background impacts so much of how we look at the world, communicate with others and do our jobs. With a humble reverence and energy to understand First Nations cultures, we can and will lift others up. As we share this land, living and working alongside each other, it is important we value the deep connection to Country held by the Traditional Owners and acknowledge, respect, and celebrate their traditions and cultural observations.

5. Increase understanding, value and recognition of First Nations cultures, histories, knowledge and rights through cultural learning.

Conduct a review of cultural learning needs and existing resources within our organisation.

5.2 Consult local Traditional Owners and/ or First Nations advisors to inform the development of our cultural learning plan. By Jun 2024

5.3 Develop, implement, and communicate a Cultural Learning Plan for the business in alignment with the John Holland Inclusion Strategic Plan.

5.4 Provide an opportunity for the Executive Leadership Team to participate in a cultural immersion experience each year.

Oct 2024

By Dec 2024, Dec 2025

5.5 Provide opportunities for RAP working group members, People managers and other key roles to participate in cultural learning as identified in the John Holland Cultural Learning Plan (see 5.3). By Dec 2025

5.6 Display a map of First Nations Australia at all state head offices. By Dec 2025

5.1

By Mar 2024 GM Employee Experience

6. Demonstrate respect to First Nations Peoples by observing cultural protocols.

7. Build respect for First Nations cultures and histories by acknowledging NAIDOC Week and other days of significance.

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

6.2 Develop, communicate and implement a cultural protocol document, including but not limited to protocols for Welcome to Country and Acknowledgment of Country.

6.3 Invite local Traditional Owners or Custodians to provide a Welcome to Country or other appropriate cultural protocol at significant milestones such as breaking ground, completion of projects etc.

6.4 Senior Leaders to provide an Acknowledgment of Country at the commencement of important meetings.

7.1 RAP working group to participate in an external NAIDOC Week event.

7.2 Review People policies and procedures to remove barriers to employees participating in NAIDOC Week activities.

7.3 Promote and encourage participation in NAIDOC Week events to all staff.

7.4 Acknowledge and communicate days of significance relevant to First Nations culture and history, as identified in the John Holland Cultural Learning Plan (see 5.3)

Review Jun 2024, June 2025 GM Employee Experience

By Dec 2024 Lead: GM Employee Experience

Review Dec 2024, Dec 2025 GM Customer & Corporate Affairs

Review Dec 2024, Dec 2025 GM Customer & Corporate Affairs

First week in Jul 2024, Jul 2025 RAP working group co-chairs

Review by Dec 2024 GM People Operations

First week in Jul 2024, Jul 2025 RAP working group co-chairs

Review Dec 2024, Dec 2025 RAP working group co-chairs

Opportunities

As one of the largest construction contractors in Australia, we see our level of influence in the sector as a privilege and seek to optimise this position to support First Nations Peoples to achieve economic empowerment and self-determination, with a focus on employment, training and procurement opportunities. As such, we are committed to becoming an employer of choice for First Nations Peoples and creating more opportunities for First Nations businesses to become more embedded into our supply chain. We’re doing this by building and maintaining strong relationships and working with trusted partners like Supply Nation and others to build greater capacity and capability in the sector.

We aim to provide the first step in career pathways for First Nations young people through our cadetships and graduate intakes and by working with schools and universities to provide opportunities for students at this pivotal stage in their lives. We are also stepping up our commitment to retain our First Nations employees by providing safe, respectful and thriving workspaces and creating career development pathways, training and professional development opportunities.

8. Improve employment outcomes by increasing recruitment, retention, and professional development of First Nations Peoples.

8.1 Build understanding of current First Nations staffing to inform future employment and professional development opportunities.

8.2 Engage with First Nations staff and/or advisers to inform the development of our recruitment, retention and professional development strategy.

8.3 Review HR and recruitment procedures and policies to ensure there are no barriers to First Nations participation in our workplace.

8.4 Develop and implement a First Nations recruitment, retention and professional development strategy in alignment with John Holland Inclusion Strategic Plan.

8.5 Align enterprise targets for employment of First Nations Peoples with the John Holland Inclusion Strategic Plan.

8.6 Advertise job vacancies to effectively reach First Nations stakeholders.

Dec 2024, Dec 2025

9 Develop pathways for First Nations students to pursue a career in the construction industry.

10. Increase First Nations supplier diversity to support improved economic and social outcomes.

9.1 Increase representation of First Nations candidates in cadetship and graduate intakes.

9.2 Identify and activate opportunities to engage schools, universities and other agencies who provide support to First Nations students to prepare for careers in construction (e.g., through provision of scholarships etc.).

10.1 Develop and implement a Supplier Diversity strategy including consideration of an enterprise target for procurement with First Nations businesses.

10.2 Maintain and optimise memberships and relationships with First Nations commercial organisations, including Supply Nation, Kinaway and other Indigenous Chambers of Commerce as required.

10.3 Develop and communicate regional lists of verified suppliers for procurement of goods and services from First Nations businesses to staff and embed into project launch procedures and practice.

10.4 Review and improve procurement practices to remove barriers to First Nations business participation in our supply chain (e.g., supply panels).

10.5 Secure at least one new preferred supplier partnership with a First Nations business per year.

10.6 Deliver an annual education campaign promoting First Nations business procurement with our commercial, procurement and project teams.

10.7 Hold supplier forums to give First Nations businesses opportunities to meet procurement decision makers to discuss current and upcoming pipelines of work.

10.8 Partner with industry and/or government to support capability development of First Nations businesses to participate and compete in the Tier One supply chain.

Review Dec 2024, Dec 2025 Lead: GM Talent Support: BU People GMs

Review Dec 2024, Dec 2025 Lead: GM Talent Support: BU Social Procurement & Inclusion Managers

By Dec 2024 GM Strategic Procurement

Review Aug 2024, Aug 2025 Lead: GM Strategic Procurement

Support: Group Manager Social Impact

Review Nov 2024, Nov 2025 Lead: GM Strategic Procurement

Support: RAP Coordinator

Review Dec 2024, Dec 2025 GM Strategic Procurement

Review Mar 2024, 2025 Lead: GM Strategic Procurement Support: Group Manager Social Impact

By Dec 2024, Dec 2025

Review Dec 2024, Dec 2025

Lead: RAP Coordinator Support: BU Social Procurement & Inclusion Leads

Lead: GM Strategic Procurement Support: RAP Coordinator

By Dec 2024 Lead: GM Strategic Procurement Support: Group Manager Social Impact

Governance

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

11.1 Maintain Aboriginal and Torres Strait Islander representation on the RWG at 30 per cent or more.

11.2 Maintain and apply a Terms of Reference for the RWG.

Timeline Responsibility

2024 – Feb, Apr, Jun, Aug, Oct, Dec

2025 – Feb, Apr, Jun, Oct

2024 – Feb, Apr, Jun, Aug, Oct, Dec

2025 – Feb, Apr, Jun, Oct

RAP Coordinator

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

11.3 Meet bi-monthly to drive and monitor RAP implementation.

2024 – Feb, Apr, Jun, Aug, Oct, Dec

2025 – Feb, Apr, Jun, Oct

RAP Coordinator

12.1 Embed resource needs for RAP implementation.

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

12.3 Maintain RAP Tracker to monitor, measure and report on RAP commitments.

RAP Coordinator

Sep 2024, 2025 Group Manager Social Impact

Review Jun 2024, 2025 Executive Sponsors

Review Mar, Jun, Sep, Dec 2024; Mar, Jun, Sep 2025

RAP Coordinator

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

13.1 Ensure contact details with Reconciliation Australia are up to date.

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

13.3 Report RAP progress to all staff and senior leaders bi-annually

13.4 Publicly report our RAP achievements, challenges and learnings, annually.

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

13.6 Submit a traffic light report to Reconciliation Australia at the conclusion of this RAP, to help inform the development of our next RAP.

Timeline Responsibility

Oct 2024, 2025 RAP Coordinator

Sep 2024, 2025 RAP Coordinator

Jun, Dec 2024; Jun 2025 GM Customer & Corporate Affairs

Review Jun 2024, 2025 GM Customer & Corporate Affairs

February 2024 RAP Coordinator

Jun 2025 Group Manager Social Impact

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

14.1 Register via Reconciliation Australia’s website to begin developing our next RAP.

Jun 2025 RAP Coordinator