Innovate Reconciliation Action Plan

Transcription

1 Innovate Reconciliation Action Plan September July

2 About the artist Peter Weatherill was born in Sydney in 1974 and is a traditional custodian of the Murri Warri people, the Rain Makers, in north western NSW. Peter also has special connection to the Gamilaraay people and country in northern NSW. Peter has a passion for traditional Aboriginal art and creates his dreaming within his paintings. Peter has held several exhibitions in Canberra and has a painting held in the National Gallery of Australia. 2 Document Title Section Heading

3 Acknowledgement of country We acknowledge all the Traditional Custodians of the land on which we have our offices and pay our respects to their Elders past, present and emerging. In particular, we would like to acknowledge the Gadigal people of the Eora Nation (Sydney), the Wurundjeri people of the Kulin Nation (Melbourne), the Whadjuk people of the Noongar Nation (Perth) and Gundungurra people of the Ngunawal Nation (Canberra). Document Title Section Heading 3

4 Message from McKinsey & Company, Managing Partner Australia Australians are blessed with a wealth of opportunities and enjoy one of the world s highest standards of living and highest life expectancies. However, not all Australians have access to the same opportunities or experiences. There is a significant disparity between the experience and outcomes of the nation s First Australians and other Australians. Imagine if this disparity didn t exist. It is McKinsey & Company s resolute belief that we all have a part to play to ensure equal opportunities and outcomes for Aboriginal and Torres Straight Island peoples. At McKinsey & Company Australia, we have a passion and an aspiration to change Australia for the better. We do this through an unwavering commitment to delivering impact helping companies and public and social sector bodies improve and transform, helping our people be the best they can be and always staying true to our values. As part of delivering this aspiration, McKinsey & Company is proud to prepare our first Reconciliation Action Plan. This formalises a very important journey for us and is a public commitment to use our core consulting capabilities of solving tough problems, delivering on opportunities, bringing people together and driving change for the benefit of Aboriginal and Torres Strait Islander people. We aspire to make Australia a better place and are excited to play our part driving for recognition, inclusion and reconciliation. Our plan recognises our journey to date and sets out our direction for the future. On behalf of McKinsey & Company, I would like to thank Reconciliation Australia and our other partners for their support and guidance on this important journey. I encourage our people to continue to engage with energy and excitement as we deliver our Reconciliation Action Plan. John Lydon Managing Partner, Australia McKinsey & Company 4 Document Title Section Heading

5 Message from Reconciliation Australia CEO statement Reconciliation Australia congratulates McKinsey & Company on developing its first Reconciliation Action Plan (RAP). By adopting an Innovate RAP, McKinsey & Company demonstrates its readiness to develop and test innovative approaches to reconciliation, and champion reconciliation at every level of the organisation. McKinsey & Company s commitments in this RAP see it well placed to continue this progress across the key pillars of reconciliation relationships, respect and opportunities. McKinsey & Company understands the importance of building and maintaining meaningful, respectful relationships with peoples and organisations in order to achieve mutually beneficial outcomes. It displays this commitment through its actionable goal to participate in and promote community events for National Reconciliation Week (NRW), by supporting an external event each year. Respect and understanding for peoples, histories and cultures is key to McKinsey & Company s core values. It champions these values by committing to work consultatively with local Traditional Custodians to provide cultural training to its employees. McKinsey & Company is committed to driving reconciliation through developing employment and training opportunities for peoples. It demonstrates this through its goal to actively seek Aboriginal and/or Torres Strait Islander applicants for its cadetship with The Smith Family. On behalf of Reconciliation Australia, I commend McKinsey & Company on its inaugural RAP, and look forward to following its continued reconciliation journey. Karen Mundine Chief Executive Officer Reconciliation Australia Document Title Section Heading 5

6 Our vision Our vision for reconciliation is a future where peoples are enabled and empowered to participate equally and equitably in all areas of life, and where there is unwavering respect for histories, cultures and rights. In delivering this vision, we are guided by our organisation s dual mission to deliver positive and innovative change for our clients and to develop our people. This dual mission is the foundation for the plans that support this document and gives us confidence that the commitments we have made will be achievable as we continue on our reconciliation journey. We will work to achieve our reconciliation vision through using our core consulting capabilities of solving challenging problems and bringing people together across public, private and social sectors. Given the size and nature of our business, we will make the most progress towards realising our vision through using our core capabilities, alongside progressing our employment and procurement priorities. We do not underestimate the challenge and recognise the value and importance of learning from others and building our connections. We share a deep commitment to seeing our vision come to life and delivering what we have set out to achieve. Our people are committed and energised by the journey ahead and we are proud of what we have committed to achieve. We are confident that through delivering this plan, we can help change Australia for the better. 6 Document Title Section Heading

7 Our business McKinsey & Company is a global management consulting firm, committed to helping private, public, and social sector institutions to achieve lasting success. We opened our first office in Australia in 1963 and now have four offices across Australia and New Zealand, with more than 450 locally-based colleagues. McKinsey also has a global presence, with a network of more than 22,000 colleagues across 62 countries. McKinsey supports clients from across all sectors and industries in Australia, from healthcare to financial services, mining, consumer goods, retail, telecommunications and the public sector. We work closely with senior leaders and teams to shape strategies, mobilise for change, build capabilities and deliver valuable and long-lasting impact. We are constantly exploring new ways to deliver for our clients. We see diversity as an advantage in everything we do. Diversity is a key ingredient for innovation and our research shows it is positively correlated with the performance of an organisation. We will continue to explore how we can ensure that we attract and retain an increasingly diverse range of people. We will continue to collect information on the number of people we employ to inform our recruitment and retention approaches and to overcome any barriers that may exist. Document Title Section Heading 7

8 Our reconciliation journey As part of our work to change Australia for the better, McKinsey & Company has taken steps on our journey to understanding and reconciliation. We have partnered with other organisations to deliver improved outcomes for Aboriginal and Torres Strait Islander peoples, through using our consulting skills and through procuring products and services from Aboriginal and Torres Strait Islander owned businesses. We now seek to formalise our work and raise our aspirations for the future. Over the last decade, we have worked alongside several organisations on initiatives to improve the experience and outcomes of Aboriginal and Torres Strait Islander peoples, including in areas such as business, education and health. Our leaders have collaborated with organisations such as the Cathy Freeman Foundation, Good to Great Schools Australia and the Fred Hollows Foundation. Our recent pro bono contributions in these areas have included: Assisting Indigenous Eye Health at The University of Melbourne to reframe and rewrite its story of impact, as well as support its search for funding Building the business growth strategy for the Malpa Aboriginal child health care project Our Reconciliation Action Plan commits us to continuing to deliver impact for Aboriginal and Torres Strait Islander peoples and organisations through partnering with other organisations over the next two years and beyond. A major component of our commitment will be formalised within McKinsey s Big Shared Cause an initiative that focuses the efforts and resources of the firm towards one common goal that contributes to changing Australia for the better. From listening to our people, we know that improving peoples access to quality education and educational outcomes is what our people are most passionate about. Our shared hope is for all Indigenous children to enjoy the same educational opportunities and outcomes as non-indigenous Australians, including access to schools, and programs to boost literacy and numeracy performance. We have endeavoured to improve education outcomes in the past, and want to build on this momentum to make an enduring positive contribution. Internally, our Reconciliation Action Plan is championed by our Reconciliation Action Plan Working Group, comprising a nine-person Senior Steering Committee and a five-person Core Working Team. The Senior Steering Committee is comprised of our Managing Partner of McKinsey Australia, four other s, our McKinsey Manager of External Relations, two representatives from our McKinsey Professional Development (PD) leadership team and at least one Aboriginal and Torres Strait Islander community representative. They meet quarterly and are responsible for decision making and providing guidance to the Core Team. The Core Working Team is a group of passionate people covering various roles in our organisation (e.g. Engagement Manager, Associate, Business Analyst). This group will lead individual work streams focused on core areas of our Reconciliation Action Plan procurement, employment, cultural awareness, governance and other opportunities. This team will work closely with the Senior Steering Committee and external parties, including Aboriginal and Torres Strait Islander peoples to develop and drive initiatives. The Core Working Group meets monthly, and more frequently in its subgroups. The development of this Reconciliation Action Plan publicly formalises our aspirations for impact and strengthens our contribution to reconciliation. 8 Document Title Section Heading

9 Relationships Building enduring and trust-based relationships with our clients and the communities in which we live and work is at the heart of what we do at McKinsey & Company. We know that it is only through these relationships that we can achieve our aspirations and deliver impact. We know that building relationships relies on understanding and mutual respect. To achieve our aspirations for reconciliation, it is critical that we build strong, trust-based relationships with peoples, communities and organisations. We commit to doing this through our RAP. Action Responsibility Deliverable Timeline 1. Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcomes Develop and implement an engagement plan to work with our stakeholders Meet with local Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement January, 2018 January, 2018 Build relationships with Aboriginal and Torres Strait Islander organisations working in the education sector, and agree how we will engage with them in the future January, RAP Working Group (RWG) actively monitors RAP development and implementation of actions, tracking progress and reporting RWG to oversee the development, endorsement and launch of the RAP Establish the governance, ways-ofworking and success metrics for the RWG August, Ensure Aboriginal and Torres Strait Islander people are represented on the RWG August,, 2018, McKinsey Professional Development (PD) Specialist, lead Meet at least quarterly to monitor and report on RAP implementation - 3. Raise internal and external awareness of our RAP and reconciliation activities to promote reconciliation across our business and the sectors in which we work McKinsey PD Specialist, lead Develop and implement a strategy to communicate our RAP to all internal and external stakeholders Promote reconciliation through ongoing active engagement with all internal and external stakeholders Document Title Section Heading 9

10 Action Responsibility Deliverable Timeline 4. Celebrate and participate in National Reconciliation Week (NRW) by providing opportunities to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other Australians McKinsey PD Specialist, lead Share Reconciliation Australia NRW material with our people Organise an internal event for NRW each year (registered with Reconciliation Australia) Support an external NRW event RWG to encourage our people to participate in the chosen external event May, -19 May, -19 May, -19 Ensure our RWG (Senior Steering Committee and Core Working Team) participates in an external event to recognise and celebrate NRW each year June, Document Title Section Heading

11 Respect Deep and trust-based relationships with peoples and organisations are critical if we are to achieve our vision for reconciliation and mutual respect is at the root of any trustbased relationship. Building respect for peoples and their cultures starts with building the understanding of our people. Through this RAP we commit to building the understanding of our people and driving respect for peoples and their cultures. Action Responsibility Deliverable Timeline 5. Engage our people in continuous cultural learning opportunities to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements McKinsey PD Specialist, lead Develop and implement an cultural awareness training strategy for our staff which defines cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided (online, face-to-face workshops or cultural immersion) Develop and provide Aboriginal and Torres Strait Islander cultural awareness training, working with local Traditional Custodians and/or consultants June, Provide opportunities for our RAP leaders (including Senior Steering Committee and Core Working Team members and Professional Development managers) to participate in a face-to-face cultural training session facilitated by a local Traditional Custodian and/or consultant Display local Indigenous art in each office to strengthen our understanding and build an appreciation for Aboriginal and Torres Strait culture. We will provide opportunities for education on the artwork to understand its significance Recognise and celebrate Aboriginal and Torres Strait Islander dates of significance May, 2018, Document Title Section Heading 11

12 Action Responsibility Deliverable Timeline 6. Engage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols (such as Welcome to Country and Acknowledgement of Country) to ensure there is a shared meaning Director of External Relations Develop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships Develop, implement and communicate a cultural protocol document for Welcome to Country and Acknowledgement of Country Encourage staff to include an Acknowledgement of Country at the commencement of all significant internal and external meetings Director of External Relations Invite a Traditional Custodian to provide a Welcome to Country at one or more significant events each year, for example our annual Values Day and large office functions (e.g. training and connectivity events) May, 2018, McKinsey PD Manager, sponsor of Employment Organise and display an Acknowledgment of Country plaque in our offices 7. Provide opportunities for Aboriginal and Torres Strait Islander staff to engage with their culture and communities by celebrating NAIDOC Week McKinsey PD Manager, sponsor of Employment Review HR policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week Provide opportunities for all colleagues to participate with their cultures and communities during NAIDOC Week June, 2018, Encourage the RAP Working Group to participate in NAIDOC events June, 2018, McKinsey PD Specialist, lead Raise awareness of local NAIDOC Week events in our community June, 2018, 12 Document Title Section Heading

13 Opportunities We aspire for an Australia where peoples have the same opportunities in employment, business and life as non-indigenous Australians. This requires both overcoming barriers to access opportunities and the creation of more opportunities. Through this RAP, we will explore further employment of peoples and procurement from business. We will also use our consulting expertise to make a real difference for peoples and organisations. Action Responsibility Deliverable Timeline 8. Investigate opportunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within our workplace McKinsey PD Manager, sponsor of Employment Update information on our current Aboriginal and Torres Strait Islander staff yearly to inform future employment opportunities and assist in supporting future career aspirations Engage with existing Aboriginal and Torres Strait Islander staff to consult on employment strategies, including professional development April 2018, Review HR and recruitment procedures and policies to ensure there are no barriers to employees and future applicants participating in our workplace Develop and implement an employment and retention strategy Manager of Recruiting Advertise all vacancies in Aboriginal and Torres Strait Islander media appropriate to the vacancies McKinsey PD Manager, sponsor of Employment Request that at least one of our shortlisted applicants for our support staff Smith Family cadetship are Indigenous Establish Indigenous consultant internship December, Document Title Section Heading 13

14 Action Responsibility Deliverable Timeline 9. Investigate opportunities to incorporate Aboriginal and Torres Strait Islander supplier diversity within our organisation Director of Finance and Administration Review and update procurement policies and procedures to ensure there are no barriers for procuring goods and services from businesses Identify relevant spend categories where Supply Nation certified businesses have competitive propositions and barriers which currently prevent us from procuring goods and services December, Develop and communicate a list of businesses from which colleagues can procure goods and services Investigate Supply Nation membership Ensure that all procurement initiatives are consistent across all offices to the extent possible Develop at least one new commercial relationship with an Aboriginal and/or Torres Strait Islander owned business March, Develop opportunities that are core to the way McKinsey does work with clients Other Opportunities Engage with internal and external stakeholders to identify and prioritise opportunities to use our core consulting capabilities for the benefit of Aboriginal and Torres Strait Islander communities May, 2018, Conduct at least one high-impact, education focused, consulting engagement per year to the benefit of Aboriginal and Torres Strait Islander communities 2018, Investigate opportunities to partner with our clients/other organisations to boost the impact of their education-focused projects that benefit Aboriginal and Torres Strait Islander communities Develop opportunities for our people to volunteer with Aboriginal and Torres Strait Islander-focused organisations 14 Document Title Section Heading

15 An important step in our reconciliation journey will be reflecting on our achievements, challenges and learnings. This will inform changes in the way we implement this and subsequent RAPs, and in the way we work towards achieving our vision for reconciliation. Action Responsibility Deliverable Timeline 11. Report RAP achievements, challenges and learnings to Reconciliation Australia Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually - Participate in the RAP Barometer May, Report RAP achievements, challenges and learnings internally and externally Director of External Relations Publicly report our RAP achievements, challenges and learnings on our Australian office external website and internal intranet and within our next RAP Share learnings from our RAP journey with our clients and other organisations as appropriate 13. Review, refresh and update RAP Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements November, 2018 Send draft RAP to Reconciliation Australia for review and feedback January, Submit draft RAP to Reconciliation Australia for formal endorsement June, 14. Review implementation of the RAP Reflect on successes and challenges of the implementation of our RAP against measures of awareness and ownership Document Title Section Heading 15

16 Contact details for public enquiries Helen Seidel Director of External Relations Phone: helen_seidel@mckinsey.com