The West Group | RAP Stage 2

Reconciliation Action Plan

DECEMBER 2025– DECEMBER 2027 | INNOVATE

The nib Newcastle Knights & The Wests Group Australia respectfully acknowledge the Original Custodians of the land and waterways on which we live, work and play.

We acknowledge all Aboriginal and Torres Strait Islander people, including the Elders of today and the future leaders of tomorrow.

We acknowledge that custodianship and community care is a responsibility held by all Australians, walking with respect and care in the footprints of those who have walked on this Land since time immemorial. Furthermore, the Knights and the Wests Group Australia acknowledge the responsibility to show care and consideration for all lands represented by our organisation.

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CONTENTS Acknowledgement of Country

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A message from the Reconciliation Australia CEO

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Message from the Wests Group Australia CEO Philip Gardner

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Message from the nib Newcastle Knights CEO Peter Parr

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About the Artist – Judith Franklin

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Our vision for reconciliation

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Our Business

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Our RAP

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Our Highlights So Far

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Organisational Growth & Cultural Commitment

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Indigenous Round & Indigenous Round Jerseys

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2025 2024

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Nginhabulagu / Belonging (Renae Lamb) Powaikaliko Piriraal Malang / Grow Strong Together (Saretta Fielding) 2023 13 Totems of Northern NSW (Gerard Black) 2022 Birriwal Guwiyn (Gerard Black) 2020–21 Protection, Belonging & Voices of the Community (Tyler Smith & Community) 2018–19 Totemic Pathways/Strength Through Totems (Elsie Randall) 2017 Strength in Story (Dane Gagai & Jaelen Feeney) 2014 Connection Through Culture (Debbie Taylor-Worley) 2009 Knights’ First Indigenous Jersey

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Foundations and Growth of Our RAP Journey

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Progress and Reflections

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Aboriginal Advisory Group

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Strengthening Internal Governance

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Looking Ahead

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Relationships (Cultural Inclusion & Community Engagement)

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Respect (Cultural Awareness and Inclusion)

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Opportunities (Economic & Social Empowerment)

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Governance (Delivery, Reporting & Next Steps)

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Legacy Commitments: Beyond 2025

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Contact Details

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Innovate Reconciliation Action Plan August 2025 – August 2027

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A MESSAGE FROM THE RECONCILIATION AUSTRALIA CEO

Reconciliation Australia commends Newcastle Knights and West Group on the formal endorsement of its second 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 over 5.5 million people now either working or studying in an organisation with a RAP, the program’s potential for impact is greater than ever. Newcastle Knights and West Group continues to be part of a strong network of more than 3,000 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 Newcastle Knights and West Group will continuously draw upon to create RAP commitments rooted in experience and maturity.

These learnings extend to Newcastle Knights and West Group 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 Newcastle Knights and West Group 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, Newcastle Knights and West Group will ensure shared and cooperative success in the long-term.

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

Congratulations Newcastle Knights and West Group on your second Innovate RAP and I look forward to following your ongoing reconciliation journey.

Karen Mundine Chief Executive Officer Reconciliation Australia

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Innovate Reconciliation Action Plan August 2025 – August 2027

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A MESSAGE FROM THE WESTS GROUP AUSTRALIA CEO

Message from Philip Gardner Group Chief Executive Officer, The Wests Group Australia

At The Wests Group Australia, we recognise that true reconciliation is not a destination, but a continual journey of listening, truth-telling, and walking together with respect.

As one of the largest employers and community contributors in our region, we have a responsibility to lead with integrity, embedding cultural awareness, equity, and justice into the way we operate, serve, and connect. This Innovate RAP marks a deepening of that commitment.

We are proud to walk alongside the nib Newcastle Knights in this joint Reconciliation Action Plan. While we share a long and proud history, this RAP reflects our shared future, one grounded in cultural learning, partnership, and accountability to the Aboriginal and Torres Strait Islander communities across Awabakal, Worimi, Wonnarua, and beyond.

It is through sustained action that we will continue to grow as an organisation that not only respects First Nations cultures, but creates space where Aboriginal and Torres Strait Islander peoples and cultures thrive.

I thank all members of our Reconciliation Working Group and Aboriginal Advisory Group, and reaffirm Wests Group’s commitment to reconciliation with purpose, humility, and heart. A commitment made possible by the collective support of our members, supporters, staff, and partners, who each play a vital role in strengthening our journey toward a more inclusive future.

Philip Gardner Group Chief Executive Officer The Wests Group Australia

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A MESSAGE FROM THE NIB NEWCASTLE KNIGHTS CEO

Message from Peter Parr Chief Executive Officer, nib Newcastle Knights

Rugby League has always been more than a game. It is a space of belonging, identity, and collective pride, especially for Aboriginal and Torres Strait Islander communities who have shaped and strengthened the sport for generations.

As the new CEO of the Newcastle Knights, I am honoured to continue our Club’s commitment to reconciliation.

This Innovate RAP represents not just a plan, but a promise: to create a culturally safe Club that celebrates identity, deepens understanding, and builds lasting relationships with First Nations peoples and communities.

We have been privileged to have many great First Nations players represent our Club over its history and we recognise that the connection between Rugby League and First Nations communities runs deep. With that comes a responsibility to inspire through our performance, demonstrate cultural leadership, and remain committed to the communities we serve.

We stand on the lands of the Awabakal, Worimi and Wonnarua peoples, and carry the responsibility of representing many Nations across our pathways and regions. Our First Nations players, staff, supporters, and community leaders are the lifeblood of our Club.

This RAP is a practical step forward, one shaped by listening to community voices and guided by our values of respect, unity, and action. I look forward to walking this path together, with purpose and accountability.

Peter Parr Chief Executive Officer nib Newcastle Knights

Innovate Reconciliation Action Plan August 2025 – August 2027

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About the Artist Judith Franklin Judith Franklin is a proud Darkinjung and Wanaruah woman who lives on Awabakal Country. Darkinjung and Wanaruah Country spans the Central Coast and Hunter Valley regions, grounding Judith’s deep cultural identity and connection to place.

Her Aboriginal art bridges ancient songlines with contemporary storytelling, and she is known for her deeply symbolic designs featured in sports uniforms, solo and group exhibitions from the Hunter Valley to Sydney. Judith’s work has been commissioned both nationally and internationally, earning her recognition as an award-winning artist over many years.

Judith’s artwork, Spirit of Newcastle Knights, celebrates the unity of the Club with the First Nations peoples across Awabakal, Worimi, and Wanaruah Country. Flowing waterlines, circles, and footprints represent strength, resilience, and interconnectedness, reflecting the burning spirit of the Knights and the enduring cultural legacy of Aboriginal and Torres Strait Islander peoples.

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Our vision for reconciliation We walk together with courage, respect, and purpose, uniting the spirit of the Newcastle Knights and the heart of Wests Group to honour Country, celebrate culture, and create lasting change. Through sport, hospitality, and community, we strengthen relationships, amplify Aboriginal and Torres Strait Islander voices, and build a future where equity, truth, and cultural pride are at the centre of everything we do.

Our vision for reconciliation is to embed cultural safety and visibility across every corner of our operations, on and off the field, so that Aboriginal and Torres Strait Islander peoples feel seen, valued, and respected in every interaction with the nib Newcastle Knights and Wests Group Australia.

We are committed to creating culturally safe spaces, strengthening truth-telling and representation, and ensuring that reconciliation is not an annual event but an ongoing journey. By working closely with our local Aboriginal and Torres Strait Islander communities, we will develop and deliver programs, partnerships, and policies that create lasting impact.

Over the next two years, our reconciliation efforts will focus on three key priorities: • Strengthening cultural visibility across our venues, programs, and platforms by embedding Aboriginal design, language, and leadership; • Creating culturally safe pathways for Aboriginal and Torres Strait Islander peoples in employment, education, and sport; and • Walking alongside communities to support self-determination and elevate local voices in decisions that shape impact.

This RAP builds on the foundation of our inaugural Innovate RAP (2023) and deepens our commitment to the five dimensions of reconciliation: race relations, equality and equity, unity, institutional integrity, and historical acceptance.

“We stand as one in our game – side by side with Aboriginal and Torres Strait Islander people.”

Australian Rugby League Commission Elevate RAP (2018-2022).

Innovate Reconciliation Action Plan August 2025 – August 2027

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OUR BUSINESS

The nib Newcastle Knights are a professional rugby league team competing in the National Rugby League (NRL), proudly owned by The Wests Group Australia, a not-for-profit, community-focused organisation. Together, we share a deep commitment to sport, hospitality, health, and community wellbeing.

The Wests Group operates a portfolio of venues and community facilities across the greater Hunter and Central Coast regions, including leagues clubs, fitness centres, hotels, and event venues. The Group’s regional footprint aligns with the Knights’ reach, reflecting a shared responsibility to engage with and support Aboriginal and Torres Strait Islander communities.

Cultural contributions by Aboriginal and Torres Strait Islander peoples have always been a core part of the nib Newcastle Knights’ identity.

Ashley Gordon was the first player signed to the Club prior to our debut season in 1988. Our two Premiership-winning squads in 1997 and 2001 featured proud Aboriginal and Torres Strait Islander players including Robbie O’Davis, Owen Craigie, Leo Dynevor, Jason Moodie, Brett Grogan, and Timana Tahu. In the years since, stars such as Connor Watson, Dane Gagai, Edrick Lee, Tyrone Roberts, Cory Paterson, Jesse Ramien, Gehamat Shibasaki, and Milton Thaiday have carried this legacy forward.

As of July 2025, our NRL squad includes five First Nations players — Bradman Best, Dylan Lucas, Dane Gagai, Fletcher Hunt, Adam Elliott and Jermaine McEwen. Our NRLW program features three Aboriginal players — Evah McEwen, Mariah Brown, and Leah Ollerton, and is led by Aboriginal head coach Ben Jeffries. Across the broader Knights system, including NRL, NRLW, and all development pathway teams, 43 of 220 total players and staff (19.5%) identify as Aboriginal and/or Torres Strait Islander, demonstrating a strong and growing cultural presence at every level of the game.

Today, over 1,100 staff support our clubs, teams, and community programs across both organisations. As of July 2025, 42 out of 898 Wests Group employees (4.67%) have positively identified as Aboriginal and/or Torres Strait Islander. Guided by our Aboriginal Advisory Group and grounded in cultural integrity, we remain committed to growing this representation and embedding Aboriginal and Torres Strait Islander voices, leadership, and lived experience across all levels of our operations.

The Wests-Knights Foundation, launched in 2021, continues to deliver initiatives that support our commitment to improving the lives of Aboriginal and Torres Strait Islander peoples. Through the Foundation, we build authentic relationships with community and deliver targeted programs that strengthen cultural connection, health, education, and wellbeing outcomes across our footprint.

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Innovate Reconciliation Action Plan August 2025 – August 2027 10

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OUR RAP

Our Reconciliation Action Plan (RAP) affirms the shared commitment of the nib Newcastle Knights and Wests Group Australia to walk respectfully and relationally with Aboriginal and Torres Strait Islander peoples, grounded in cultural accountability, truth-telling, and systemic change.

This is our second Innovate RAP, building on the foundations laid through our inaugural plan launched in 2023. It reflects the lived experiences, cultural knowledge, and aspirations of our Aboriginal and Torres Strait Islander players, staff, Elders, advisory partners, and community members. Their wisdom continues to shape our understanding of reconciliation, not just as a set of deliverables, but as a practice of story, ceremony, sovereignty, and structural transformation.

We are committed to embedding reconciliation across every layer of our operations, from the field to our venues, and within every relationship we hold with community. With guidance from our Reconciliation Working Group (RWG), and the leadership of RAP Sponsors within our Executive Team, we ensure that reconciliation remains a visible, resourced, and accountable organisational priority. RAP Sponsors actively advocate for this work across their portfolios and appoint RWG members to champion implementation.

Through this work, we are strengthening spaces where cultural identity is visible and valued, where representation is nurtured, where leadership is shared, and where healing-centred action can flourish.

We are expanding opportunities for Aboriginal and Torres Strait Islander leadership, employment, and cultural expression, not as a project, but as a core expression of who we are and how we operate.

As we continue to listen deeply and act courageously, this RAP reminds us that reconciliation is both a systemic responsibility and a personal one. It asks us to unlearn, to walk gently, and to grow in cultural humility and shared purpose.

We invite all members of the Knights and Wests Group community to walk with us, not as bystanders, but as co-creators in a movement grounded in connection, justice, and cultural truth. This RAP is a guide, a promise, and a living expression of our ongoing commitment to reconciliation, with care, courage, and integrity.

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OUR HIGHLIGHTS SO FAR 2009 1987 Ashley “Flash” Gordon becomes the Club’s first-ever signing, and the first Aboriginal player to represent the Newcastle Knights.

1997 Our premiershipwinning team features proud Indigenous player Owen Craigie, a trailblazer in rugby league.

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The Knights unveil their first-ever Indigenous jersey during the NRL’s Close the Gap Round, co-designed with local Aboriginal artists and community leaders, featuring traditional motifs and colours representing land, sea, and sky, marking a key step in cultural recognition and laying the foundation for future Indigenous Round traditions.

2018

2015 The Knights begin annual participation in NRL Indigenous Round, honouring culture and showcasing Aboriginal and Torres Strait Islander players.

Indigenous jersey designed by past players including Ashley Gordon, Owen Craigie, Timana Tahu, and Connor Watson, celebrating ancestral connection through art and storytelling.

2013 The Knights launch an Indigenous jersey for the NRL’s Close the Gap Round, codesigned with local Aboriginal artist Tricia Matthews, telling a story of connection between land, sea, and sky, and supported by awareness campaigns, community events, and a charity auction to reinforce the Club’s commitment to health equality, reconciliation, and cultural pride.

2017 Our first Indigenous Round jersey is launched, codesigned by players Dane Gagai and Jaelen Feeney, reflecting cultural inclusivity and pride.

2020 Artist Tyler Smith creates a jersey featuring Goanna, Saltwater Crocodile, and Turtle totems, symbols of player identity and spirit.

2021 Knights Aboriginal Advisory Group established to guide cultural integrity, truth-telling, and reconciliation.

2021 Caitlan JohnstonGreen becomes the first NRLW signing for the Knights, leading the way in First Nations women’s leadership.

2023 Launch of our first Innovate Reconciliation Action Plan (RAP), embedding reconciliation as a guiding organisational framework.

2025

2024 Launched our Welcome to and Acknowledgement of Country video with Aunty June Rose and Minimbah Dance Group, co-created with the Aboriginal Advisory Group and NRL School to Work.

2024 Welcome to Country included at every Knights home game via big screen as part of standard cultural protocol.

Ongoing – Our proud roster continues to grow with First Nations players including Bradman Best, Dylan Lucas, Dane Gagai, Fletcher Hunt, Adam Elliott and Jermaine McEwen in our NRL squad. Our NRLW program features three Aboriginal players — Evah McEwen, Mariah Brown, and Leah Ollerton, reflecting a strong and rising presence of cultural excellence, legacy, and leadership across both programs.

2024

2022 Kamilaroi man Ronald Griffiths is appointed NRLW head coach, further embedding cultural knowledge into high-performance leadership.

2022

Saretta Fielding, proud Worimi woman, designs Indigenous Round jersey telling a story of water, place, and belonging.

2024 Ben Jeffries, proud First Nations coach, appointed NRLW head coach, affirming inclusive leadership pathways.

Release of the Gerard Black Indigenous jersey, deepening visible cultural pride across the organisation.

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ORGANISATIONAL GROWTH & CULTURAL COMMITMENT (WESTS GROUP) 2019 Wests begin formally collecting Aboriginal and Torres Strait Islander employment data with the introduction of a new HR Information System (HRIS), enabling long-term cultural reporting.

2019–Ongoing Strong partnerships continue with the Clontarf Foundation and NRL School to Work, including annual Industry Days across venues and mentoring pathways.

2019

2019–Ongoing Wests hosts annual Indigenous Employment Forums & Career Fairs at NEX, connecting students, job seekers, and community with employment pathways.

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Cultural Capability training begins across Wests venues, including early leadership sessions with Paul Callaghan.

2023 Wests introduce First Nations Cultural Leave, offering up to three paid days for cultural obligations such as Sorry Business and NAIDOC Week.

2024-Ongoing Leaders across the Wests Group complete Cultural Competency training, co-designed with the University of Newcastle and local Elders.

2025 Wests celebrate 4.67% Aboriginal and Torres Strait Islander workforce participation, with 42 out of 898 employees identifying as Aboriginal and/or Torres Strait Islander, including representation across management, supervisor, and team leader roles.

2025 Launch of our second Innovate RAP, deepening our shared commitment to truth-telling, equity, and community-led transformation.

2024 Launch of the First Nations Cultural Learning Strategy and the Employment, Retention & Professional Development Strategy to create a culturally responsive and inclusive workplace.

2025 Dedicated RAP Officer role created to coordinate reconciliation actions across Knights and Wests operations.

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INDIGENOUS ROUND & INDIGENOUS ROUND JERSEYS The nib Newcastle Knights and Wests Group Australia are proud to participate annually in the NRL’s Indigenous Round, an opportunity to honour Aboriginal and Torres Strait Islander cultures, deepen community connections, and celebrate the strength and leadership of First Nations peoples through sport.

Each year, the Indigenous Round becomes a focal point of our season, not only for its on-field significance but for its cultural depth and community engagement. When the Knights are not allocated a home game during the official Indigenous Round, we initiate our own Indigenous-themed celebrations to ensure consistent cultural recognition and respect.

Central to these celebrations is the design and unveiling of our Indigenous Round jerseys. These jerseys are more than athletic wear, they are visual statements of identity, truth-telling, and belonging. Co-designed with Aboriginal artists, Elders, and community members, each jersey reflects the rich cultural tapestry of Nations across our footprint, spanning from the Central Coast to Coffs Harbour and west to the Upper Hunter and New England regions.

These designs are supported by in-venue storytelling, online campaigns, and community-facing initiatives, fostering deep listening and shared learning among our staff, players, Members, and supporters.

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Innovate Reconciliation Action Plan August 2025 – August 2027 18

2025 NGINHABULAGU BELONGING

by Renae Lamb

In 2025, the Knights unveiled Nginhabulagu, “Belonging” in Wiradjuri, by Wiradjuri and Wongaibon artist Renae Lamb. The jersey celebrates identity, unity, and legacy, honouring the many First Nations players and families who gather on Awabakal Country to pursue their dreams through Rugby League.

A central shield blends traditional and contemporary forms, speaking to cultural pride and protection.

Surrounding meeting circles symbolise connection, learning, and shared purpose, while warm gold details point to ancestral strength and spiritual identity carried forward by today’s generation.

This design invites players and supporters to stand in belonging, walking with Country, community, and culture on and off the field. It reflects the Club’s commitment to reconciliation, visibility, and story-led design that uplifts First Nations voices.

SCAN TO SEE ARTIST RENAE LAMB DISCUSS THE CULTURAL MEANING AND CREATIVE PROCESS BEHIND HER JERSEY ARTWORK

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2024 POWAIKALIKO PIRIRAAL MALANG GROW STRONG TOGETHER

by Saretta Fielding

Designed by celebrated Wonnarua artist Saretta Fielding, the 2024 jersey Powaikaliko Piriraal Malang, “Grow Strong Together”, centres on collective strength, resilience, and self-determination.

It honours the Awabakal, Worimi, and Wonnarua peoples, and the thirteen Nations across the Knights’ broader footprint.

Meeting circles and ancestral pathways express connection, learning, and shared responsibility. Earthy tones mirror the Hunter’s landscapes, while layered motifs speak to intergenerational knowledge and the way culture sustains individuals, families, and teams.

The design affirms that growth happens in relationship, players, Elders, and community walking side by side. It continued the Club’s commitment to cultural visibility throughout the season, including Reconciliation Week activities and storytelling with community partners.

Innovate Reconciliation Action Plan August 2025 – August 2027 20

2023 13 TOTEMS OF NORTHERN NSW

by Gerard Black

Worimi artist Gerard Black returned in 2023 with 13 Totems of Northern NSW, a vivid tribute to the region’s cultural diversity and unity. The artwork honours thirteen First Nations through totems spanning land, sea, and sky, like the dolphin tail (Worimi), goanna (Wiradjuri, Bundjalung), and mantis (Dunghutti). Sacred shields, bora circles, and flowing waterlines symbolise strength, protection, and continuity, reminding players they carry stories of Country and community each time they pull on the jersey. The visual language connects past, present, and future custodians of the game.

This jersey deepened regional representation across the Knights’ footprint, celebrating identity and cultural guardianship while inviting fans to recognise the living cultures that shape the Hunter and Northern NSW.

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2022 BIRRIWAL GUWIYN

by Gerard Black

In 2022, following a community call-out that drew 44 submissions, the Knights selected Birriwal Guwiyn, “Eagle Spirit”, by Worimi artist Gerard Black. The eagle, a messenger between realms, links sea and land to honour the Nations represented across the Club’s footprint. Totems including the echidna, mantis,

koala, goanna, dolphin, whale, and shark weave a tapestry of identity across Awabakal, Worimi, Wonnarua, Biripi, Darkinjung, Wiradjuri, and Gamilaroi Country.

Waterlines express life’s movement between people and place, while shield motifs speak

The jersey’s power lies in its unity, many stories held in one design, affirming that culture leads the way for players, families, and the wider community. It set a benchmark for regional representation through collaborative, community-guided design.

to cultural protection and pride.

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2020–2021 PROTECTION, BELONGING, & VOICES OF THE FUTURE

by Tyler Smith & Community

Designed by Gomeroi artist Tyler Smith in collaboration with young men from the Frank Baxter Youth Detention Centre, the Newcastle Knights’ 2020 Indigenous Round jersey, Protection and Belonging, told a story of identity, healing, and connection. Guided by players Connor Watson, Edrick Lee, and Gehamat Shibasaki, the artwork wove player totems and youth handprints to represent strength, adaptability, and belonging.

In 2021, the partnership evolved through Voices of the Future, deepening the collaboration between the Knights, Boots for Brighter Futures initiative, and Cultural Choice Association.

Featuring vibrant pathways and interlinked handprints, the design symbolised guidance, unity, and self-determination, honouring the voices of Aboriginal youth and their journeys toward hope and pride.

Together, these jerseys illustrate how art, culture, and Rugby League can empower community connection, amplify young voices, and strengthen reconciliation through creativity and collective storytelling.

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2018–2019 TOTEMIC PATHWAYS / STRENGTH THROUGH TOTEMS

by Elsie Randall

Kamilaroi artist Elsie Randall’s design Totemic Pathways was first unveiled in 2018 and proudly worn again in 2019 under the title Strength Through Totems. The artwork celebrates connection, legacy, and belonging across the Hunter region, weaving together land, sea, and sky Country through totemic symbols and pathways of unity. Flowing waterlines represent the Hunter River system, honouring Awabakal, Worimi, Wonnarua, and surrounding Nations, while circles and meeting places symbolise respect, kinship, and cultural continuity.

Randall’s artwork reflects the spiritual guardianship that guides the Club, its players, and community, linking past and present generations through pride, purpose, and shared story. Its continued use over two seasons deepened the Club’s commitment to reconciliation, visibility, and cultural learning, strengthening storytelling as a living tradition within Rugby League and celebrating the enduring relationship between sport, culture, and Country.

Innovate Reconciliation Action Plan August 2025 – August 2027 24

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2017 STRENGTH IN STORY

by Dane Gagai & Jaelen Feeney

In 2017, the Knights released their first player-designed Indigenous Round jersey, created by proud Aboriginal players Dane Gagai and Jaelen Feeney. Their design, Strength in Story, represents connection to family, Country, and community through flowing pathways and gathering circles that symbolise unity and shared journey. Each element reflects the players’ deep pride in culture and the generations who paved the way.

The jersey, worn in Round 10 of the NRL Indigenous Round, celebrated identity, resilience, and storytelling through art. It marked a turning point in the Club’s cultural journey, embedding First Nations voices at the centre of design and setting the foundation for future player-led creations.

Innovate Reconciliation Action Plan August 2025 – August 2027 26

2014 CONNECTION THROUGH CULTURE

by Debbie Taylor-Worley

In 2014, the Knights unveiled their Indigenous jersey designed

by Debbie Taylor-Worley, a proud Kamilaroi woman. The artwork celebrated connection between land, sea, and sky, a visual story of culture uniting players, families, and community. Worn during the NRL’s Close the Gap Round, the design embodied respect, belonging, and reconciliation, highlighting the shared responsibility to build stronger, healthier futures together.

Taylor-Worley described the jersey as a symbol of pride in identity and heritage, created to inspire young people and recognise the role of culture in wellbeing. The Club supported the launch through Close the Gap Day events and community engagement activities that encouraged awareness, conversation, and connection across the Hunter and Central Coast.

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2009 KNIGHTS’ FIRST INDIGENOUS JERSEY In 2009, the Newcastle Knights proudly unveiled their first-ever Indigenous jersey as part of the NRL’s Close the Gap Round, marking a milestone in the Club’s commitment to cultural recognition and inclusion. Designed in collaboration with local Aboriginal artists and community leaders, the bold design featured traditional motifs and colours symbolising connection to land, sea, and sky, as well as the strength and resilience of First Nations communities. Worn during the Round 23 match against the Melbourne Storm, the jersey was widely embraced by players, members, and supporters, laying the foundation for the Club’s ongoing tradition of Indigenous Round celebrations.

Innovate Reconciliation Action Plan August 2025 – August 2027 28

FOUNDATIONS AND GROWTH OF OUR RAP JOURNEY

Our first Innovate Reconciliation Action Plan (RAP) was launched in 2023, grounded in community voice, shaped through deep listening, and strengthened by collaboration and cultural accountability. It emerged through co-design with Aboriginal and Torres Strait Islander Elders, staff, players, and community leaders who shared their lived experience, cultural wisdom, and aspirations for change.

This inaugural RAP was more than a plan, it was a statement of respect, responsibility, and relational commitment. Guided by both internal and external stakeholders, it reflected our shared intention to embed reconciliation across all areas of our operations, not as a stand-alone initiative, but as a cultural practice woven through governance, people, place, and purpose.

RAP WORKING GROUP AND COMMUNITY COLLABORATION The 2023 Innovate RAP was supported by the establishment of a Reconciliation Working Group (RWG), comprising leaders and staff from across the Newcastle Knights and Wests Group Australia alongside guidance from key community partners, including representatives from Awabakal Ltd, the Awabakal Local Aboriginal Land Council, the University of Newcastle, and the NRL School to Work Program.

Together, these voices ensured that the plan honoured local Country and community while embedding reconciliation as a shared responsibility across the organisation.

The RWG continues to meet regularly to drive implementation and accountability across our operations.

ABORIGINAL ADVISORY PANEL REVIEW (2021) Our inaugural RAP was reviewed and strengthened through consultation with the Newcastle Knights Aboriginal Advisory Panel (now Aboriginal Advisory Group), whose guidance ensured it was grounded in truth-telling, cultural safety, and relational integrity.

Publicly listed members of this group include: • Ashley Gordon – Gamilaroi man, Executive Director NSW Aboriginal Safe Gambling Services, Knights Old Boy (#46) • Andrew Smith – CEO, Worimi Local Aboriginal Land Council, Wonnarua man • Nathan Towney – Pro Vice-Chancellor, Indigenous Strategy and Leadership, University of Newcastle, Wiradjuri man • Jason Darney – Executive Director, Education and Skills, TAFE NSW, Wiradjuri man • Simone Jordon – Indigenous Employment Partner, University of Newcastle • Ronald Griffiths – Knights NRLW Head Coach, Gamilaroi man Regular contributors also include Danny Buderus (General Manager of Football), Ross Smart (Chief Commercial Officer), and Rachel Jones (Group People Manager), reflecting a strong commitment to collaborative leadership between Aboriginal and non-Aboriginal voices.

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PROGRESS AND REFLECTIONS

Since 2023, we have shifted from intention to embodiment, translating symbolic actions into meaningful practice. With the establishment of the Newcastle Knights and Wests Group Aboriginal Advisory Group (AAG), we’ve deepened our cultural governance structures and created stronger accountability mechanisms that honour First Nations voices, cultural sovereignty, and self-determination.

Through this period, our RAP Working Group and First Nations Working Group have worked together to embed cultural knowledge into our workforce development, community partnerships, event protocols, and staff training. These efforts reflect a commitment not only to visibility but to creating culturally strong spaces where identity, healing, and leadership are recognised and nurtured.

Innovate Reconciliation Action Plan August 2025 – August 2027 30

ABORIGINAL ADVISORY GROUP

The current AAG guides the strategic direction of reconciliation across both the nib Newcastle Knights and Wests Group Australia. This group reflects cultural diversity, regional insight, and intergenerational strength:

• Ashley Gordon – Executive Director NSW Aboriginal Safe Gambling Services, Newcastle Knights Old Boy (#46) • Andrew Smith – CEO, Worimi Local Aboriginal Land Council • Simone Jordon – Indigenous Employment Partner, University of Newcastle • Jason Darney – Executive Director, Education and Skills, TAFE NSW • Rod Smith – Tackling Indigenous Smoking and Vaping Community Worker, Awabakal • Nadine Wood – Deputy Chair Worimi Local Aboriginal Land Council, Joint Management Coordinator, Worimi Conservation Lands, NSW National Parks & Wildlife Service

Ashley Gordon

Andrew Smith

Nadine Wood

Simone Jordon

Jason Darney

Rod Smith

Gamilaroi man

Wannaruah/Anaiwan man

Worimi/Yorta Yorta woman

Wiradjuri women

Wiradjuri man

Awabakal/Anaiwan man

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STRENGTHENING INTERNAL GOVERNANCE

Our Reconciliation Working Group (RWG) continues to steward the internal governance of the RAP. While currently comprising one Aboriginal staff member in the RAP Officer role, we have developed a Terms of Reference that prioritises inclusive, culturally safe recruitment and aims to expand First Nations representation across both the Knights and Wests Group structures.

This approach reflects our belief that cultural governance must be embedded, not added on, and that Aboriginal and Torres Strait Islander leadership belongs at the heart of our decision-making, not the margins.

LOOKING AHEAD

As we step into this next chapter of our reconciliation journey, our 2025– 2027 Innovate RAP builds on the cultural foundations already laid, with trust, care, and accountability. The creation of the RAP Officer role, the formation of a culturally diverse AAG, and our increased engagement with communities reaffirm that reconciliation is not a destination, it is a continuing practice of learning, unlearning, and reimagining.

Together, the nib Newcastle Knights and Wests Group Australia will keep walking this path with humility and hope, expanding relationships with Aboriginal and Torres Strait Islander organisations, embedding cultural visibility in our operations and venues, and continuing to learn from Country, community, and culture as we move forward.

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Relationships are the heart of our reconciliation journey.

Our first RAP taught us that real progress comes through trust, humility, and sustained connection with community. This second RAP builds on that foundation, shifting from engagement to partnership, and from representation to cultural leadership.

Over the next two years, we’re focused on deepening placebased relationships across our footprint, guided by the wisdom of our Aboriginal Advisory Group and the voices of players, staff, and community. We’ll grow partnerships with Aboriginal-led organisations, increase cultural visibility across our spaces, and embed self-determination into how we listen, design, and act.

These relationships aren’t symbolic, they’re the blueprint for how we operate with care, accountability, and cultural integrity.

33

elationships

RELATIONSHIPS

Innovate Reconciliation Action Plan August 2025 – August 2027 34

Action

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

Deliverable

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

Review and update the existing 2024 Community Engagement Strategy to ensure continued alignment with Aboriginal and Torres Strait Islander community priorities and relationships.

Explore opportunities to formalise key partnerships with First Nations organisations and cultural education institutions through MOUs, and assess the feasibility of creating pathways for Aboriginal and Torres Strait Islander community members to attend games as special guests.

Prioritise participation during Indigenous Round and NAIDOC celebrations, tracking attendance and experiences to assess impact and engagement annually.

Establish collaborations annually with Aboriginal and Torres Strait Islander artists, musicians, and cultural educators to enhance engagement beyond annual celebrations.

Formalise partnerships by 2026, integrating cultural contributions into game-day experiences, community programs, and digital storytelling initiatives. Measure impact through annual reviews and community feedback, ensuring continued community involvement.

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

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

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

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

Organise at least one NRW event each year.

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

35

Timeline

Responsibility

Initial stakeholder engagement to co-design guiding principles

by January 2026 Guiding principles reviewed and refined with stakeholders

by March 2026 Incorporated into broader engagement practices from June 2026 onwards

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

January 2026: Draft and consult with Aboriginal Advisory Group March 2026: Finalise and approve May 2026: Begin implementation

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

MOUs negotiated and signed by June 2026 Game access pathways piloted during Indigenous Round and NAIDOC 2026 Ongoing reviews: July 2026, June 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Indigenous Round: May/June 2026 & 2027 NAIDOC Week: July 2026 & 2027 Evaluation reports: August 2026, August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Annual planning: January–March 2026 & 2027 Delivery throughout year Review outcomes in August each year

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Pilot programs integrated by June 2026 Full integration by December 2026 Annual community impact reviews: July–August 2026 & 2027

Executive Team Member Responsible: Group Chief Marketing Officer Business Unit Responsible: Knights Marketing and Media Support Roles: RAP Officer

April–May 2026 & April–May 2027 (at least 2–4 weeks before NRW begins)

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

27 May–3 June 2026 & 2027 Identify events by early May each year

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Pre-NRW promotion: April–May 2026 & 2027 Participation: 27 May–3 June annually Feedback/reflection: June each year

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Plan by April Deliver during NRW: 27 May–3 June 2026 & 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By 15 May each year (or as soon as event details are finalised)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 36

Action

Deliverable

3. Promote reconciliation through our sphere of influence

Embed reconciliation messaging and initiatives into staff engagement channels, including internal screens, newsletters, briefings, and campaigns, to keep reconciliation visible year-round. This will feature cultural artwork, RAP updates, event highlights, and partner stories.

Communicate our commitment to reconciliation publicly through a range of platforms including the Newcastle Knights and Wests Group Australia websites, newsletters, social media channels, digital displays in Club venues, match-day announcements, and public-facing campaigns such as Indigenous Round activations and Reconciliation Week storytelling.

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

Initiate and strengthen collaborative relationships with RAP organisations and like-minded partners to develop innovative approaches that advance reconciliation. This will include engaging with nib (our principal partner) and the University of Newcastle to learn from their RAP journeys and explore opportunities for shared learning, co-designed initiatives, and joint actions that promote reconciliation across our region. Further partnerships will be explored with other RAP-aligned organisations to amplify impact Collaborate with the NRL and Knights content teams to grow the visibility of Aboriginal and Torres Strait Islander content across club and NRL digital channels.

Build on existing Community and Indigenous pages to showcase histories, cultural stories, player profiles, and reconciliation initiatives.

Explore opportunities such as expanding the Community Corner and curating regular First Nations content for social media and newsletters.

Develop and implement an internal and external communications plan to share key RAP initiatives, partnerships, and outcomes with employees, members, stakeholders, and the wider community. We will promote key Aboriginal and Torres Strait Islander partnerships and cultural stories across all Knights and Wests Group platforms while embedding reconciliation messaging into onboarding and annual communications. Engagement will be monitored quarterly to guide continuous improvement throughout 2026–2027.

37

Timeline

Responsibility

Quarterly updates from Q1 2026 onward: February 2026; May 2026; August 2026; November 2026; February 2027; May 2027; August 2027; November 2027.

Embed into the annual engagement calendar by February 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Quarterly updates from Q1 2026 onward: February 2026; May 2026; August 2026; November 2026; February 2027; May 2027; August 2027; November 2027.

Key campaigns in May/June each year (National Reconciliation Week) and July each year (NAIDOC Week)

Executive Team Member Responsible: Group Chief Marketing Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Biannual review of opportunities: February & August each year First strategy workshop: February 2026

Executive Team Member Responsible: Chief Commercial Officer Business Unit Responsible: Knights Commercial Support Roles: RAP Officer

Initial planning meeting with key partners by February 2026 Joint actions co-designed by July 2026 Ongoing collaboration throughout RAP period

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Commercial Support Roles: RAP Officer

Stage 1 refresh by March 2026 Additional stories uploaded at least biannually

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Stage 1 refresh by March 2026 Additional stories uploaded at least biannually

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Stage 1 refresh by March 2026 Additional stories uploaded at least biannually

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

February 2026 – August 2027 Key Milestones: • Quarterly communications + engagement reporting: Feb, May, Aug, Nov (2026 & 2027) • Seasonal cultural content: 3 pieces per year (Autumn, Winter, Spring) • Major cultural events promotion: Delivered annually across Feb–June

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

• Onboarding materials: Draft by Apr 2026 – Launch Jun 2026 – Embedded 2026–2027 • Engagement dashboard: Live by March 2026

Innovate Reconciliation Action Plan August 2025 – August 2027 38

Action

Deliverable

4. Promote positive race relations through antidiscrimination strategies

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

Review and update policies relating to anti-discrimination for our organisation.

Consult with Aboriginal and Torres Strait Islander staff and/or Aboriginal Advisory Group on updates to anti-discrimination policies during formal policy review cycles, ensuring Aboriginal voices guide design, language, and application. Where urgent issues arise between review periods, seek targeted cultural input to inform People & Culture actions.

Continue to educate the workforce on policies relating to anti-discrimination (currently Respect in the Workplace and Diversity, Equity & Inclusion Policies). The policies will be issued and discussed at induction & onboarding for new employees. Existing staff will receive biennial refreshers.

5. Formalise and Strengthen Partnerships with Aboriginal and Torres Strait Islander Stakeholders and Organisations

Continue to consult with the Aboriginal and Torres Strait Islander Advisory Group for the nib Newcastle Knights and The Wests Group Australia, providing cultural guidance on strategic direction and matters relating to Aboriginal and Torres Strait Islander players, staff, and communities.

Meet at least four times annually and track progress on advice and recommendations

6. Expand Community Outreach and Regional Engagement with Aboriginal and Torres Strait Islander Communities

Explore opportunities to conduct annual regional outreach visits to remote and regional Aboriginal communities within the club’s footprint.

Activities will include rugby league clinics, cultural exchanges, and community visits.

Measure success through participation rates and community feedback.

Participate in and support NRL’s Indigenous programs, such as the School to Work initiative, Indigenous Leadership Camps, and player mentorship programs. Report annually on program engagement and outcomes.

Collaborate with local Aboriginal and/or Torres Strait Islander artists to design and create artworks for projects such as Indigenous Jerseys, RAP publications, and other cultural design initiatives. Where appropriate, coordinate a public expression of interest process to invite submissions.

39

Responsibility

Timeline Pre-launch scoping: October–December 2025 Full review & recommendations: January–February 2026 Next scheduled review: February 2027

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Update policies: March 2026 Consult and finalise: April–May 2026 Implement & circulate: June 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Review windows: February–March 2026 and February–March 2027

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Onboarding: Commencing January 2026 and ongoing.

Refreshers: Delivered on each employee’s biennial cycle from their start date and ongoing.

Executive Team Member Responsible: Chief People Officer Business Unit Responsible: People & Culture Support Roles: RAP Officer

Continued July–December 2025 Quarterly meetings: February, May, August, November 2026; February, May, August 2027 Extraordinary meetings: As required for time-sensitive matters

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: RAP Officer Support Roles: People and Culture

Confirmed 2025 meetings: • 16 June • 18 August • 13 October • 15 December Proposed 2026–2027 schedule: • Quarterly meetings (February, May, August, November) — to be confirmed annually.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: RAP Officer Support Roles: People and Culture

By November 2025: Identify potential regional and remote communities and assess feasibility, partnerships, and off-season timing.

By June 2026: Develop an outreach exploration plan for 2026–2027.

Off-season (Nov–Feb): Undertake exploratory scoping visits or community engagements.

By June each year: Review insights and determine readiness for future delivery phases.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By June 2026: Identify potential activity types (e.g. clinics, exchanges, visits) for inclusion in the regional outreach exploration plan.

Off-season (November–February, 2026–2027): Pilot or scope small-scale activities where feasible.

By June each year: Review outcomes and refine the activity plan for future delivery.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By June 2026: Develop success measures and data collection methods to support future outreach evaluation.

Off-season (November–February, 2026–2027): Begin collecting preliminary insights from exploratory engagement or pilot activities.

By July each year: Summarise findings and include insights in the annual RAP Progress Report to inform next-year planning.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Review program opportunities annually each January Participate throughout the year Report annually by July

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

As required, aligning with project needs and cultural calendars, between September 2025 – July 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer Innovate Reconciliation Action Plan August 2025 – August 2027 40

RESPECT Respecting and valuing Aboriginal and Torres Strait Islander cultures, histories, and rights is central to the mission of both The Wests Group Australia and the nib Newcastle Knights. Across our venues, teams, and communities, we are committed to fostering cultural integrity and promoting truth-telling as part of who we are and how we operate.

espect

Since launching our first Innovate RAP in 2023, we have strengthened internal governance, expanded our Aboriginal Advisory Group, and embedded cultural visibility across more areas of our operations.

41

To support cultural learning, we have introduced formal Cultural Capability Training for senior leaders through the University of Newcastle, and we are piloting online training to extend this across our broader workforce. These steps help embed cultural responsiveness as a shared responsibility across both organisations.

Moving forward, we are focused on making respect an everyday practice, through ongoing education, inclusive leadership, and strong, culturally grounded relationships that connect meaningfully with our communities.

Innovate Reconciliation Action Plan August 2025 – August 2027 42

Action

Deliverable

7. Strengthen supporter understanding of, and participation in, Aboriginal and Torres Strait Islander cultural learning and engagement opportunities.

Establish a Fan Engagement Booth on Indigenous Round to offer interactive learning experiences about Aboriginal and Torres Strait Islander cultures.

Collect data and feedback on game day experiences within the Fan Engagement Booth

Track participation rates and feedback annually.

Feature Aboriginal and Torres Strait Islander players and staff as Cultural Ambassadors in storytelling initiatives, school visits, and community events.

Assess community impact through participation numbers and feedback.

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

Continue to engage and be guided by the Newcastle Knights and Wests Group Aboriginal Advisory Group (AAG) in the ongoing development and implementation of our cultural learning strategy.

Provide ongoing cultural learning for RAP Working Group members, key staff, and senior leaders, including Cultural Capability Training through the University of Newcastle, to strengthen accountability, address the impacts of racism, and embed cultural responsiveness across the workforce.

Refine and deliver a Cultural Learning Strategy, including online and inperson training, for staff, players, and new hires. Identify and implement a suitable online training program by 2025. Aim for at least 50% completion by December 2026, tracked through quarterly reporting.

Develop and launch an Annual Cultural Events Calendar highlighting Aboriginal and Torres Strait Islander dates of significance, such as Mabo Day, National Sorry Day, and local community celebrations.

Facilitate at least one immersive cultural experience annually for senior leaders, including visits to culturally significant sites or participation in local Aboriginal and Torres Strait Islander community events. Share information about opportunities to all staff.

Collect and analyse feedback from Wests Group employees following all Cultural Capability Training sessions. Findings will be used to assess cultural impact, identify strengths, and inform continuous improvement

43

Timeline

Responsibility

Design and plan engagement booth by November 2025 Launch pilot booth during Indigenous Round – 2026 season Operate booth during all home games from March 2026 – August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Review annually in September 2026 & 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Office

Begin tracking from March 2026 Annual review and report to RAP Working Group in September 2026 & 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Identify and invite Cultural Ambassadors by February 2026 Launch storytelling initiatives in schools and community from March 2026 Continue throughout 2026–2027 season with at least 1 event per quarter Evaluate reach and feedback annually in July 2026 & July 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Strategy updates: Reflect AAG input into strategy updates annually — November each year.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Ongoing cultural learning sessions delivered in 2025, 2026, and 2027 Next University of Newcastle Cultural Capability Training cohort by 2026 Midpoint review in December 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Identify and secure suitable online training program by April 2026 Reshare the Cultural Learning Strategy by February 2026 Begin quarterly training completion reporting from April 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

2026 Calendar released January 2026 2027 Calendar released January 2027

Executive Team Member Responsible: Group Chief Marketing Officer Business Unit Responsible: RAP Officer

First experience by Close the Gap Day – March 2026 (or earlier if aligned with National Apology Day activities) Second experience by July 2027 (NAIDOC Week or equivalent mid-year event)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Within 2 weeks post-training: Distribute reflection form and gather responses.

By Aug 2026 & Aug 2027: Produce an annual summary report outlining themes, impact, and recommendations.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People & Culture Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 44

Action

Deliverable Collect and analyse reflections from participants involved in community-based cultural engagement activities, including on-Country visits, community events, cultural workshops, school visits, and site tours. Insights will be used to improve future engagement, strengthen relationships, and support community-led impact.

Ensure all home games include a Welcome to Country or Acknowledgment of Country, with Traditional Owner acknowledgments displayed on the big screen and/or announced.

Ensure all culturally significant home games (e.g. Indigenous Round, NAIDOC Week games) include a live Welcome to Country or Acknowledgment of Country, with Traditional Owners invited to lead ceremonies on-field.

Evaluate impact through audience engagement.

Enhance the visual cultural identity of the Centre of Excellence through increased First Nations artwork, language, symbolism, and storytelling that reflects local Country, the club’s history, and the ongoing contributions of Aboriginal and Torres Strait Islander players, families, and communities.

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

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

Review and refine the existing Cultural Ceremony Governing Document to ensure cultural protocols for Welcome to Country and Acknowledgement of Country remain respectful, current, and endorsed by the Aboriginal Advisory Group.

Ensure the Group’s Acknowledgement of Country is consistent across our brand and included on all email signatures (for all internal and external emails).

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

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

45

Timeline

Responsibility

Within 2 weeks post-event: Distribute reflection form and gather responses.

By Aug 2026 & Aug 2027: Produce an annual summary report outlining community themes, cultural learnings, and recommendations for future planning.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Already in place — maintain and track for all games 2025–2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Coordinate ahead of Indigenous Round & NAIDOC Weeks (June–July) each year Confirm plans by May 2026 and May 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Post-game surveys & internal debriefs after key rounds Annual reporting each August (2026 & 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By March 2026: Complete the cultural visibility audit and confirm priority areas.

By June 2026: Finalise the cultural design concept for the identified meeting room.

By December 2026: Complete installation of cultural elements in the meeting room.

By June 2027: Install at least two additional cultural design elements across the CoE.

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing and Education Team.

Support Roles: RAP Officer

Design and promote staff education resources by March 2026 Embed in Classroom Induction learning by 2026

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Review existing protocols with AAG and local reps by March 2026 Finalise and publish updated version by June 2026

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Update templates by March 2026 Full rollout completed by June 2026

Executive Team Member Responsible: Group Technology Manager Business Unit Responsible: Business Intelligence Support Roles: RAP Officer

Secure speakers by February each year for: - Season Launch - Indigenous Round - NAIDOC Week

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Re-launch internal expectations by March 2026 Provide quarterly reports to Community team from June 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 46

Action

Deliverable Distribute the updated Cultural Protocols document to relevant leaders, such as Department Managers and Team Leaders, supported by a clear communication strategy and targeted briefing sessions to ensure understanding and consistent application.

Include formal requirements for its use at all major events, including first home games, Indigenous Round, and key club functions.

Establish a compliance tracking system to ensure every home game and major club meeting includes an Acknowledgment of Country by a club representative.

Monitor application and cultural appropriateness through annual review processes Share existing Cultural Protocols document for staff and event coordinators, covering Acknowledgement of and Welcome to Country, engaging Elders, cultural IP, and respectful event planning. Embed into onboarding and annual training, with usage monitored through RAP reporting and Aboriginal Advisory Group feedback.

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

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

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

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

Organise at least one annual reconciliation event outside of Indigenous Round.

Partner with the Awabakal Local Aboriginal Land Council to co-design and establish the Knights & Wests Group Aboriginal and Torres Strait Islander Champion Award, celebrating local First Nations leaders whose cultural impact and legacy strengthen connection between community, sport, and culture.

47

Timeline

Responsibility

Distribute and launch via staff briefings March 2026

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Include in 2026 and 2027 event planning checklists by February each year

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Build and pilot tracker by March 2026 Begin live use from 2026 season launch

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Annual review each August (2026 & 2027) Include AAG and feedback from event leads

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Develop draft by March 2026 Launch and train staff by June 2026 Refresher rollout June 2027

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Confirm external event attendance by June each year (2026 & 2027) Debrief and reflect in July RAP meeting

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Policy reviews complete by March 2026 Updated policies communicated by May 2026 Annual review in March 2027

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Begin promotion in May each year Reminders and internal campaigns during NAIDOC Week (July) Gather staff feedback by end of July

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Confirm and plan event by March each year Deliver event during May (National Reconciliation Week) or another relevant date

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By April each year: Confirm partnership arrangements, nomination process, and award criteria in alignment with the Newcastle NAIDOC Awards framework.

By July each year: Announce and present the award at the Newcastle NAIDOC Awards Night, held annually in early July.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 48

Action

Deliverable

11. Expand Aboriginal and Torres Strait Islander Cultural Visibility in Game-Day Experiences

Work with Traditional Owners to embed language throughout the game-day experience.

Evaluate effectiveness through fan engagement surveys and feedback loops to measure awareness and impact.

Review and enhance Wests Group’s current wellbeing supports for Aboriginal and Torres Strait Islander staff.

Co-design a culturally grounded Wellbeing Framework for Aboriginal and Torres Strait Islander players and staff at the Newcastle Knights

Establish and maintain a Peer-Led Aboriginal and Torres Strait Islander Staff & Player Support Circle across Wests Group Australia and the nib Newcastle Knights.

Co-design and install a permanent Yarning Circle at the Newcastle Knights Centre of Excellence to provide a culturally safe, relational, and ceremonial space for players, staff, families, and community.

Track and Evaluate impact annually via feedback from staff, exit interviews, wellbeing assessments, and AAG reflections.

49

Responsibility

Timeline

By February 2026: Begin consultations with Traditional Owners.

By May 2026: Identify key language and game-day integration points.

By August 2026: Pilot during Indigenous Round or another suitable fixture.

By May 2027: Expand integration across all major home games.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By March 2026: Develop survey questions and tools.

2026–2027 Seasons: Gather fan feedback at key games.

August each year: Analyse and report findings.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Marketing and Media Support Roles: RAP Officer

By Feb 2026: Conduct a review of current wellbeing supports through a SEWB and cultural safety lens.

By Jun 2026: Identify gaps and improvement opportunities; develop enhanced wellbeing supports for First Nations staff.

By Oct 2026: Begin implementation of strengthened wellbeing offerings.

Ongoing (2026–2027): Monitor impact and engage staff and AAG for feedback and continuous improvement.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People & Culture Support Roles: RAP Officer

By Feb 2026: Begin co-design process with Elders, players, and key wellbeing stakeholders.

By Jun 2026: Finalise the culturally grounded wellbeing framework.

By Aug 2026: Implement framework components into wellbeing programs, supports, and annual player education.

Ongoing (2026–2027): Review effectiveness annually and update in consultation with community partners.

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing & Education Team Support Roles: RAP Officer

By Feb 2026: Finalise the Circle’s structure, Terms of Reference, membership approach, and purpose statement.

By April 2026: Launch the first Circle gathering.

From April 2026 to August 2027: Hold quarterly gatherings, rotating across key Wests Group and Knights locations to ensure accessibility and visibility across both organisations.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Role: RAP Officer

By Sep 2026: Complete consultation + select site + co-design final concept.

By March 2027: Install the Yarning Circle.

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing and Education Team Support Roles: RAP Officer

Design culturally safe evaluation tools by March 2026 Conduct first annual review in August 2026 Ongoing annual reviews in August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 50

Action

Deliverable

12. Enhance Indigenous Charity and Community Involvement on Game Days.

Introduce an Indigenous Round Charity Drive to support First Nationsled initiatives. Track funds raised and beneficiary impact.

13. Ensure respectful recognition and fair remuneration for Aboriginal and Torres Strait Islander cultural contributions.

Establish a Cultural Contribution and Payment Policy outlining guidelines for compensating Elders, artists, students, and community members who contribute cultural knowledge, artwork, or participate in club-led initiatives or events.

Apply this policy consistently, ensuring that any individual or group invited to contribute to activities (e.g. painting boots, Welcome to Country, cultural workshops) is appropriately acknowledged and paid for their time and cultural expertise.

Ensure payment for Aboriginal and Torres Strait Islander cultural contributions is planned, budgeted, and processed to agreed terms, with processes confirmed at the planning stage of community and player engagement initiatives in consultation with P&C, Finance, and the RAP Officer.

51

Timeline

Responsibility

Plan and confirm by February 2026 Launch during Reconciliation Round – May/June 2026 & 2027 Impact report submitted August 2026 & August 2027

Executive Team Member Responsible: Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By February 2026: Draft policy.

By May 2026: Consult and finalise policy.

By June 2026: Launch and communicate policy.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Implementation from March 2026 Ongoing application and review annually in August 2026 & August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Embed into planning templates by April 2026 Review implementation in July 2026 & July 2027

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 52

53

Opportunities

OPPORTUNITIES Creating meaningful opportunities for Aboriginal and Torres Strait Islander peoples, organisations, and communities remains a central pillar of the reconciliation commitments shared by The Wests Group Australia and the nib Newcastle Knights. Since launching our first Innovate RAP in 2023, we have expanded our efforts to ensure opportunity is not a gesture, but a sustained and embedded practice across all areas of our business and community engagement.

INTERNAL INITIATIVES

Employment and Professional Development Across both Wests Group and the Knights, we are refining our recruitment, retention, and development practices to create more inclusive pathways for Aboriginal and Torres Strait Islander staff. Our focus is on increasing representation across all levels of our organisations and supporting culturally safe career progression that reflects the strengths and aspirations of First Nations communities.

EXTERNAL ENGAGEMENTS

Supporting Indigenous Businesses We continue to prioritise engagement with Aboriginal and Torres Strait Islander businesses across our supply chains. By strengthening these partnerships, Wests Group and the Knights contribute to economic empowerment and foster equitable, culturally inclusive procurement practices.

Community Programs Our partnership with the NRL’s School to Work Program remains a cornerstone of our commitment to young Aboriginal and Torres Strait Islander peoples, providing pathways for learning, confidence-building, and personal growth.

Health and Wellbeing Initiatives Building on the success of the Knight Strong Indigenous health and wellbeing program, Wests Group and the Knights are deepening partnerships with Aboriginal Medical Services and local health organisations. These collaborations focus on delivering responsive, culturally grounded programs that meet the unique needs of our communities.

Innovate Reconciliation Action Plan August 2025 – August 2027 54

Action

Deliverable

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

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

Consult with Aboriginal and Torres Strait Islander staff and representatives, through existing forums, advisory groups, and targeted feedback, to inform updates to our recruitment, retention, and professional development strategy.

Review, update the Aboriginal and Torres Strait Islander recruitment, retention and professional development strategy.

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

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

Establish measurable workforce targets and culturally responsive employment policies, alongside mentorship and training pathways to support the development of future Aboriginal and Torres Strait Islander employees across Wests Group Australia.

Pathways may include accredited qualifications delivered in partnership with Allara Learning, TAFE NSW, the University of Newcastle, or other providers.

Establish training and development pathways that strengthen future employment opportunities for Aboriginal and Torres Strait Islander players and staff at the nib Newcastle Knights. This includes mentorship, life skills development, and accredited qualifications delivered in partnership with Allara Learning, TAFE NSW, the University of Newcastle, or other providers.

Conduct an internal survey to better understand Aboriginal and Torres Strait Islander staff experiences and aspirations and ensure meaningful professional and cultural development is sustained.

Include a welcome video or message from the RAP Officer or Aboriginal Advisory Group member.

Ensure all new staff are enrolled in Cultural Awareness e-Learning Training as part of onboarding.

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Timeline

Responsibility

By June 2026: Conduct initial internal audit.

Annually thereafter: Review data to inform ongoing employment and professional development opportunities.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Share with Aboriginal and Torres Strait Islander staff and invite feedback February–April 2026

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Review by February 2026 Finalise and relaunch by April 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Ongoing

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Complete review by March 2026 Annual review

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

By August 2026: Establish workforce targets and training initiatives.

September 2026 & 2027: Report annual progress.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People & Culture Support Roles: RAP Officer

By August 2026: Establish training and development initiatives.

September 2026 & 2027: Report annual progress.

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing and Education Team Support Roles: RAP Officer

Design and distribute survey by September 2026 Analyse results and share report by November 2026

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

By April 2026: Film and publish the welcome video or message.

May 2026–August 2027: Promote and integrate the video across RAP communications, induction programs, and cultural events (e.g. National Reconciliation Week, NAIDOC Week).

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Update induction curriculum by April 2026 Begin implementation from May 2026 Ongoing enrolment for all new staff as part of standard

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 56

Action

Deliverable

Invite all new Aboriginal and Torres Strait Islander players and staff across the nib Newcastle Knights to join the Peer-Led Aboriginal and Torres Strait Islander Staff & Player Support Circle.

Invite all new Aboriginal and Torres Strait Islander staff across Wests Group Australia to join the Peer-Led Aboriginal and Torres Strait Islander Staff & Player Support Circle.

Provide a Cultural Welcome Kit to all new Aboriginal and Torres Strait Islander staff employed across Wests Group Australia during onboarding.

The kit will include cultural safety resources, information about the PeerLed Aboriginal Staff Support Circle, and key community contacts.

Provide a Cultural Welcome Kit to all new Aboriginal and Torres Strait Islander players and staff across the nib Newcastle Knights during onboarding.

The kit will include cultural safety resources, information on the Peer-Led Aboriginal and Torres Strait Islander Staff & Player Support Circle and key community contacts.

Develop an organisation-wide Cultural Welcome Kit for Aboriginal and Torres Strait Islander staff and players across Wests Group Australia and the nib Newcastle Knights.

Led by the RAP Officer, the kit will include core cultural safety information, Support Circle details, and key community contacts, tailored for both the Wests Group and the nib Newcastle Knights.

Update job advertisements to include cultural inclusion and a link to the RAP.

Review and update recruitment training, and interview guides to ensure hiring managers have the resources to speak to the organisation’s commitment to cultural safety, inclusion, and the RAP. Embed the First Nations Cultural Learning Strategy 2024–2027 and the First Nations Employment, Retention and Professional Development Strategy 2024–2027 across Wests Group operations by monitoring implementation, tracking workforce outcomes, and reporting annually on progress toward cultural learning and employment objectives.

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Responsibility

Timeline

By April 2026: Integrate the Support Circle invitation into the Knights’ player and staff onboarding processes for all new Aboriginal and Torres Strait Islander players and staff.

From May 2026: Ensure all new Aboriginal and Torres Strait Islander players and staff are invited to engage in the Peer-Led Support Circle.

Ongoing: Maintain engagement and participation, and collaborate with the Wellbeing Team to ensure culturally responsive support remains visible and accessible across all programs and pathways

Executive Team Member Responsible: Director of Football Business Unit: Knights Wellbeing and Education Team Support Role: RAP Officer

By April 2026: Integrate the Support Circle invitation into Wests Group’s employee onboarding process for all new Aboriginal and Torres Strait Islander staff.

From May 2026: Ensure all new Aboriginal and Torres Strait Islander staff are invited to participate in the Peer-Led Support Circle.

Ongoing: Maintain engagement and participation and monitor feedback to strengthen culturally safe workplace pathways.

Executive Team Member Responsible: Group Chief People Officer Business Unit: People, Culture & Safety Support Role: RAP Officer

By February 2026: Begin co-design and planning of the Cultural Welcome Kit with the Aboriginal Advisory Group and key stakeholders.

By April 2026: Finalise content and design.

By Jun 2026: Launch and integrate kits into Wests Group’s onboarding process for new Aboriginal and Torres Strait Islander staff.

Ongoing: Review and update annually (August 2026 & August 2027).

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People & Culture Support Roles: RAP Officer

By February 2026: Begin co-design and planning of the Cultural Welcome Kit with the Aboriginal Advisory Group, Wellbeing Team, and key stakeholders.

By April 2026: Finalise all content, design, and player-specific resources.

By Jun 2026: Launch and integrate kits into onboarding for new Knights players and staff.

Ongoing: Review and update annually (August 2026 & August 2027).

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing & Education Team Support Roles: RAP Officer

By Feb 2026: Begin co-design with the Aboriginal Advisory Group and key stakeholders.

By Apr 2026: Finalise content and design.

By Jun 2026: Provide completed kit to Wests Group (People & Culture) and the Knights (Wellbeing & Education) for onboarding use.

Ongoing: Annual update (Aug 2026 & 2027).

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer (Lead)

Ongoing: Apply updates to all new roles and review annually (August 2026 & 2027).

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

By February 2026: Review and consult with P&C, AAG, and hiring managers on The First Nation Recruitment & Professional Development Strategy.

By May 2026: Finalise and approve updated recruitment training, and interview guides.

From July 2026: Embed updates into annual hiring manager training cycle.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People and Culture Support Roles: RAP Officer

By August 2026: Complete an internal review of implementation progress.

September 2026 & 2027: Provide annual progress reports.

Executive Team Member Responsible: Group Chief People Officer Business Unit Responsible: People & Culture Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 58

Action

Deliverable Apply the principles and commitments of the First Nations Cultural Learning Strategy 2024–2027 and the First Nations Employment, Retention and Professional Development Strategy 2024–2027 within the Newcastle Knights environment. This includes embedding culturally responsive practices for Aboriginal and Torres Strait Islander players and staff and reporting annually on progress.

Undertake a structured feasibility assessment to explore the creation of an Aboriginal Wellbeing Officer position within the Newcastle Knights football program.

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

Implement, monitor, and strengthen our Aboriginal and Torres Strait Islander Procurement Strategy to ensure culturally appropriate, ethical, and measurable supplier engagement across the Wests Group and Newcastle Knights operations

Explore and implement alternative approaches to increasing Aboriginal and Torres Strait Islander supplier diversity, including engagement with recognised Indigenous business directories and local Aboriginal business networks.

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

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

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

Facilitate regular opportunities throughout the season for Aboriginal and Torres Strait Islander businesses and artists to participate in fan zone activations, including exhibitions, market stalls, and cultural showcases at select home games and community events.

Track participation and engagement with Aboriginal and Torres Strait Islander businesses, with annual internal reporting on outcomes and opportunities for growth.

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Timeline

Responsibility

By August 2026: Review how the strategies have been implemented within the high-performance and corporate areas of the club.

September 2026 & 2027: Provide annual progress reports.

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing & Education Team Support Roles: RAP Officer

By June 2026 Feasibility report completed

By September 2026 Executive decision on whether to proceed

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing & Education Team Support Roles: RAP Officer

By February 2026: Review and confirm Procurement Strategy ownership, governance, and alignment with RAP commitments.

By April 2026: Refresh key actions and supplier engagement priorities in consultation with Aboriginal procurement partners and internal stakeholders.

Annually in July 2026 & July 2027: Review progress, outcomes, and improvement opportunities through the RAP Working Group and Procurement teams.

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Purchasing Support Roles: RAP Officer

By February 2026: Research and identify alternative supplier diversity approaches and key Indigenous business networks.

By April 2026: Consult with Procurement and Aboriginal business partners to confirm priorities.

From June 2026: Implement selected approaches and review outcomes annually (July 2026 & 2027).

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Purchasing Support Roles: RAP Officer

By February 2026: Develop staff communications plan outlining procurement opportunities and key Aboriginal and Torres Strait Islander suppliers.

By April 2026: Launch internal communications and promote opportunities across Wests Group and Knights teams.

Annually in October: Refresh and re-promote supplier opportunities and success stories.

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Purchasing Support Roles: RAP Officer

By March 2026: Review procurement practices for cultural responsiveness and inclusivity.

By May 2026: Confirm findings with Aboriginal business partners and Procurement teams.

From July 2026: Conduct annual reviews to maintain accessibility and best practice.

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Purchasing Support Roles: RAP Officer

By February 2026: Map potential Aboriginal and Torres Strait Islander businesses for partnership and collaboration opportunities.

By April 2026: Engage initial partners and explore shared commercial opportunities.

From June 2026 onwards: Strengthen and maintain relationships through ongoing collaboration, review, and capacity-building conversations.

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Purchasing Support Roles: RAP Officer

By December 2025: Plan and consult with Aboriginal and Torres Strait Islander businesses, artists, and event teams.

By February 2026: Finalise and launch activation calendar.

March–August 2026 & 2027: Deliver activations each NRL season and review annually (September).

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By March 2026: Begin tracking participation and engagement data.

Each July (2026 & 2027): Produce internal annual report summarising outcomes and opportunities for growth.

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Purchasing Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 60

Action

Deliverable

16. Establish Scholarships and Traineeships to Strengthen Career Pathways

Leverage the nib Newcastle Knights’ corporate sponsors and The Wests Group Australia’s business network to create employment pathways for Aboriginal and Torres Strait Islander peoples beyond the club.

Explore the development of a “Knights Learning Pathways” program, in collaboration with First Nations education providers, to encourage Aboriginal and Torres Strait Islander students to pursue higher education. Progress planning in consultation with the Wellbeing team to confirm scope and resourcing, and track student participation and outcomes annually once launched.

17. Support improved personal development, health, and wellbeing outcomes for First Nations people.

NRL School to Work: Deploy players and staff to participate in the NRL School to Work events, aiming to educate First Nations students about the importance of positive personal development, respectful relationships, and health and wellbeing.

Partner with Aboriginal and Torres Strait Islander organisations, businesses, and community leaders to deliver initiatives that strengthen health, cultural connection, youth engagement, and economic empowerment.

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Timeline

Responsibility

By February 2026: Identify employment and training opportunities with key sponsors and partners.

By July 2026: Launch pilot partnerships and monitor outcomes.

August 2026 & 2027: Review progress and expand opportunities.

Executive Team Member Responsible: Chief Commercial Officer Business Unit Responsible: Knights Commercial Support Roles: RAP Officer People & Culture

By February 2026: Begin consultation with the Wellbeing team and First Nations education providers to scope the Knights Learning Pathways program, including objectives and resourcing.

By May 2026: Co-design program structure and confirm delivery partners.

By August 2026: Launch initiative and begin student participation tracking.

July 2027: Report annually on outcomes and participation data.

Executive Team Member Responsible: Director of Football Business Unit Responsible: Knights Wellbeing and Education Team Support Roles: RAP Officer

By February each year (2026 & 2027): Confirm participation schedule with NRL School to Work team.

March–November: Deliver school and community engagement activities across terms.

By July each year: Report participation outcomes and student engagement highlights.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By February 2026: Engage partners and community leaders to refine program goals.

By April 2026: Finalise program plan and confirm delivery.

May 2026 – August 2027: Deliver initiatives and evaluate annually (August 2026 & 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 62

GOVERNANCE Strong governance is what keeps our reconciliation journey real, accountable, and sustainable. It ensures our commitments aren’t just words on a page, but actions embedded in how we lead, decide, and measure progress.

Through this second Innovate RAP, governance moves beyond oversight into shared leadership. Our Board, Executive, and Aboriginal Advisory Group are walking alongside staff and community partners to strengthen cultural accountability across every level of the organisation. We’re embedding reconciliation into policies, planning, and performance, not as an add-on, but as part of our DNA. Over the next two years, we’ll deepen reporting transparency, strengthen co-design processes, and ensure Aboriginal voices continue to guide decision-making and evaluation. By doing so, we affirm that reconciliation is not a project to manage but a principle to live by, grounded in integrity, self-determination, and continual learning.

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Governanc Innovate Reconciliation Action Plan August 2025 – August 2027 64

Action

Deliverable

18. Maintain an effective RAP Working group (RWG) to drive governance of the RAP.

Strengthen and sustain Aboriginal and Torres Strait Islander representation on the RWG by promoting diverse cultural, regional, and role-based voices across the Group.

Review, strengthen, and embed the Terms of Reference (ToR) for the RAP Working Group to ensure it supports inclusive governance, shared leadership, and clear accountability. Update annually to reflect evolving priorities, cultural protocols, and community guidance.

Meet at least four times per year to drive and monitor RAP implementation.

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

Define resource needs for RAP implementation.

Engage senior leaders and staff in delivering RAP commitments through structured planning, regular updates, and participation in RAP-related activities.

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

Appoint and maintain an internal RAP Champion from senior management.

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Timeline

Responsibility

Confirm membership by December 2025 Review representation at each meeting: – 2025: 3 June, 4 August, 6 October, 1 December – 2026: March, June, August, October (to be scheduled) – 2027: February, April, June (to be scheduled)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

First review and update by December 2025 Apply updated ToR from January 2026 Annual reviews in October 2026 & April 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

2025 Meetings Confirmed: Monday 3 June, 4 August, 6 October, 1 December 2026: Hold quarterly meetings (months TBC with RWG) 2027: Hold quarterly meetings (months TBC with RWG)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

By February 2026: Complete initial resource and budget review for RAP delivery.

By April 2026: Confirm allocations and responsibilities across business units.

July 2026 & 2027: Reassess and adjust resources based on progress and priorities.

Executive Team Member Responsible: Group Chief Financial Officer Business Unit Responsible: Finance Support Roles: RAP Officer

By January 2026: Develop an engagement plan outlining how leaders and staff will be involved (e.g. roles, responsibilities, and communication channels).

From March 2026: Integrate RAP commitments into annual team planning cycles to ensure alignment with operational priorities.

April & October (2026 & 2027): Hold biannual staff check-ins to share progress, gather feedback, and identify opportunities for deeper engagement.

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

System design and integration by February 2026 Quarterly data tracking begins February 2026 Annual system review in August 2026 & August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Confirm appointment by September 2025 Annual review of RAP Champion role and impact in August 2026 & August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 66

Action

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

Deliverable

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

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

Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia.

Report RAP progress quarterly to senior leaders and the RAP Working Group, and share key updates with all staff.

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

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

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

Progress on each deliverable will be tracked quarterly by the RAP Officer and reported bi-annually to the RAP Working Group (RWG) and Executive Team.

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

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

Timeline

Responsibility

June annually (2025, 2026, 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

1 August annually (2025, 2026, 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

30 September annually (2025, 2026, 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Quarterly updates from Q4 2025: – November 2025, February 2026, May 2026, August 2026 – November 2026, February 2027, May 2027, August 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Publish annual report in November each year (2025, 2026)

Executive Team Member Responsible: Group Chief Marketing Officer Business Unit Responsible: Knights Marketing and Media Support Roles: RAP Officer

Conduct internal review and make recommendation by April 2026

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Submit final report by June 2027

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Establish tracking system and reporting process by December 2025 Begin quarterly tracking from February 2026 Provide bi-annual summary reports to RWG and Executive Team in April & October (2026 & 2027) Review effectiveness of reporting processes annually in October (2026 & 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Register by February 2027 (six months before RAP expiry in August 2027)

Executive Team Member Responsible: Group Chief Commercial Officer Business Unit Responsible: Knights Community Support Roles: RAP Officer

Innovate Reconciliation Action Plan August 2025 – August 2027 68

LEGACY COMMITMENTS: BEYOND 2025 Our Innovate RAP is more than a two-year plan, it is the foundation for lasting change across the Newcastle Knights and The Wests Group Australia. We recognise that reconciliation is an ongoing journey that extends far beyond this RAP cycle, and our actions now must set the standard for the years ahead.

Beyond 2025, we commit to: • Embedding all successful RAP initiatives into our core business policies, processes, and culture so they become standard practice, not special projects.

• Maintaining an active and diverse Reconciliation Working Group to guide cultural leadership, monitor progress, and ensure accountability.

• Continuing to grow Aboriginal and Torres Strait Islander employment, leadership pathways, and procurement partnerships beyond our initial targets.

• Strengthening relationships with local Aboriginal and Torres Strait Islander communities through consistent engagement, cultural learning, and co-designed initiatives.

• Remaining publicly accountable by reporting on progress, challenges, and outcomes in a transparent and accessible way.

By making reconciliation part of “how we do things here,” we aim to create a legacy of cultural respect, equity, and unity that will outlive any single RAP cycle, ensuring the Knights and Wests Group remain trusted partners in reconciliation for generations to come.

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CONTACT DETAILS For public enquiries about our Reconciliation Action Plan, please contact: E community@newcastleknights.com.au Postal Address: PO Box 152, WICKHAM NSW 2293 W newcastleknights.com.au

Innovate Reconciliation Action Plan August 2025 – August 2027 70

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