RECONCILIATION ACTION PLAN

Transcription

1 RECONCILIATION ACTION PLAN

2 Artwork commissioned to celebrate the launch of Thiess RAP Lyn Walker Kunpu Kutju (strong one) 2012 Tjukurrpa (Aboriginal dreaming and World View): People, land and spirit are all one 2

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4 RECONCILIATION AUSTRALIA S MESSAGE Reconciliation Australia congratulates Thiess on its deep commitment to reconciliation as it implements its second Reconciliation Action Plan (RAP). The implementation of a Stretch RAP shows that Thiess is a leading advocate for reconciliation, and is demonstrating a deep dedication to making progress across the key dimensions of the RAP program respect, relationships, and opportunities. Thiess understands the importance of building and maintaining respectful relationships with Aboriginal and Torres Strait Islander peoples in order to produce mutually beneficial outcomes. It champions these relationships by committing to support resource industry engagement initiatives that promote positive outcomes for Aboriginal and Torres Strait Islander communities. Thiess Stretch RAP signifies its dedication to reconciliation within the organisation, as well as across its sphere of influence. On behalf of Reconciliation Australia, I commend Thiess on its Stretch RAP and look forward to following its ongoing reconciliation journey. JUSTIN MOHAMED Chief Executive Officer Reconciliation Australia Respect for Aboriginal and Torres Strait Islander peoples, histories and cultures is key to Thiess core values and vision for reconciliation. This is exemplified by its commitment to perform an Acknowledgement of Country at the beginning of internal meetings. Thiess is dedicated to driving reconciliation through employment and training opportunities for Aboriginal and Torres Strait Islander peoples, as demonstrated by its actionable goal to increase the participation of Indigenous employees in key leadership roles within the organisation, such as leading hand and supervisory roles. 4

5 INTRODUCTION FROM DOUGLAS THOMPSON As Thiess Managing Director, I am proud to support and lead our organisations deep commitment to reconciliation. I believe we grow better as an organisation, and as individuals, when we all take part in living an ethos where everyone matters always. Our Reconciliation Action Plan follows on from our first RAP, introduced in It is a Stretch RAP, meaning our goals and objectives are deliberately challenging so we can affect real and sustained change in the way we do business. At Thiess, we know our success lies in our diversity and embracing our differences. It s only through this inclusiveness that we can generate diversity of thought, create safe and welcoming workplaces, and be that organisation everyone wants to join. DOUGLAS THOMPSON Managing Director Thiess Pty Ltd While we ve made strong inroads in creating successful partnerships and opportunities for Aboriginal and Torres Strait Islanders through our community initiatives, procurement and supply chain processes and employment on site, there is always more we can do. This plan is the next step in our journey. It supports reconciliation and advocates for an equitable and just future for all. This step focuses on the long-term: building and strengthening our relationships with Aboriginal and Torres Strait Islander peoples creating supportive environments built on respect; creating mutually beneficial partnerships that drive economic opportunities; and tracking and measuring our progress. 5

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7 OUR VISION Thiess vision is to be the world s leading mining services provider. Our RAP vision is to empower relationships between our employees, stakeholders and Aboriginal and Torres Strait Islander people by strengthening understanding about Indigenous culture and people. Our passion for, and commitment to, reconciliation is the foundation for creating practical, sustainable training and employment opportunities designed to grow the careers of our Indigenous talent today and into the future. 7

8 ABOUT THIESS Our business Thiess is the world s largest mining services provider and a member of CIMIC Group. Our mission is to generate sustainable returns for our shareholders by delivering projects for our clients while providing safe, rewarding and fulfilling careers for our people. At our core is the pioneering spirit and passion for innovation of the legendary Thiess brothers, who redefined the mining and construction industry more than 80 years ago. Their legacy and can-do attitude remain at the heart of our business. Our operations span six countries and most of the world s commodities. Across life-of-mine, life-of-asset and project lifecycle requirements, we deliver sustainable mining solutions. We challenge ideas, create solutions and manage performance to help our clients maximise resource recovery, increase productivity and optimise cash flow. As at June 2017, Thiess has 2,900 employees in Australia, including 125 Aboriginal and Torres Strait Islander team members. Additionally, Thiess has implemented a number of Indigenous joint venture partnerships and supports Indigenous businesses in Queensland, New South Wales, South Australia and Western Australia. 8

9 OUR OPERATIONS MACKAY Queensland DARRA BRISBANE New South Wales PERTH HAZELMERE MT THORLEY 9

10 OUR RAP JOURNEY Thiess is committed to fostering workplace diversity. In 2012, we established our first RAP working group to develop a targeted plan for supporting, promoting and delivering opportunities for Aboriginal and Torres Strait Islander people. In 2013, we launched our first RAP, based on a three-year plan: Our three-year journey, from 2013, underpinned significant progress for our business. Through cultural awareness initiatives, we developed relationships with, and improved respect and provided opportunities for Aboriginal and Torres Strait Islander people. We empowered a culture built on respect one that celebrates our diversity. PHASE ONE PHASE TWO PHASE THREE Raising awareness and setting a baseline Delivering actions and expanding our goals Consolidating achievements and ensuring a sustainable, future-focused approach. In 2016, following significant business transformation, Thiess refocused its RAP efforts and established a revitalised working group. Today, our stretch RAP presents an important opportunity for Thiess to continue working and fostering relationships with our Aboriginal and Torres Strait Islander colleagues across Australia. Our approach to diversity is reflected in our Principles of Integrity, Accountability, Innovation and Delivery. Safety is more than a Principle, it underpins everything we do. Together, these Principles ensure a shared sense of purpose and alignment across our global team. Our Principles 10

11 Rocky s Reward, Thiess open pit nickel operation in Leinster, Western Australia. 11

12 LIVING OUR VISION Launched Thiess inaugural RAP Conducted five pre-employment programs, which were completed by 51 Aboriginal and Torres Strait Islander people Developed a protocol to acknowledge Traditional Custodians at Thiess events, including an explanation of Welcome to Country Supported more than 1000 Thiess employees in cultural awareness training Reached our target of more than 2.5 per cent Aboriginal and Torres Strait Islander employees Lodged statement of commitment Formed the Reconciliation Action Plan (RAP) working group Completed an audit of current activities Won the Premier s Industry Collaboration, Australian Training Award, QLD Mining Contractor Awards for Equal Opportunity Initiative for Oothungs (Sisters) in Mining program Graduated 12 Indigenous women in the Sisters in Mining program 12

13 Became the world s largest mining services provider Delivered two Sisters in Mining programs with 23 Aboriginal and Torres Strait Islander women across four Queensland projects Established new targets: to reach six per cent by 2020 Celebrated NAIDOC week across all Australian operations Established a joint venture with Wirlu-murra Yindjibarndi»» Awarded Plant Operator at Prominent Hill, Sabrina McKenzie, won the South Australian tradeswoman, operator or technician of the year Re-established a RAP working group to develop stretch RAP Consulted with Reconciliation Australia about the development of our new RAP Established a partnership with the Department of Aboriginal and Torres Strait Islander Partnerships and Aboriginal not-for-profit organisations to the deliver the Sisters in Mining program Incorporated Aboriginal and Torres Strait Islander affairs as a focus area of Thiess social responsibility program Celebrated NAIDOC week across all Australian operations Conducted face-to-face cultural awareness training across Thiess offices, sites and workshops Reviewed current procurement and recruitment processes and implemented new action items Awarded, Penny Hamilton, won the Queensland Resources Council s Indigenous Advocacy award. Lake Vermont and Sisters in Mining graduate, Lisa Campbell received highly commended in the Exceptional Indigenous person category 13

14 WHAT WE VE ACHIEVED ( ) Relationships (( Launched our first RAP in 2013, including a welcome from Traditional Owners. The launch event was recorded and shared across all Thiess operations and published on Thiess website and intranet. (( Nominated diversity officers from each business unit and created a map of the communities in which Thiess operates. (( Built an Acknowledgement of Country into every Thiess event, including all speeches, agendas and formal openings. (( Established a RAP working group, with 25 per cent representation by Indigenous employees. (( Developed a communication plan with clear actions and measurable targets to assist in RAP implementation. (( Implemented and incorporated social responsibility activities into the Thiess corporate social responsibility framework (CARE program). (( Continued to participate in various industry committees, such as the Queensland Resources Sector (QRC) MoU Resources Sector Indigenous Employment and Training Practitioner s Forum. 14

15 2015 outstanding operator in South Australia s resource industry Thiess Mobile Plant Operator at Prominent Hill, Sabrina McKenzie, won the Outstanding Tradeswoman, Operator or Technician at the South Australia Chamber of Mines and Energy 2015 Women in Resources Awards. Sabrina worked in hospitality before her first role in the mine sector as a trainee operator. Her grandparents, senior elders in the Aboriginal Kalparrin Community, were initially concerned when Sabrina commenced training for her plant operator role. They saw representing, promoting and protecting the resources industry of South Australia as dangerous. However, they were delighted when Sabrina completed her training and qualified as a dump truck and dozer operator. The crew Sabrina worked with at Prominent Hill comprised of five Indigenous women operating trucks. Having also qualified as an Indigenous mentor, Sabrina s accomplishments have raised the bar for others to see what can be achieved. Sabrina has elected to remain within her community, rather than move to Adelaide. This allows her to assist with various programs, including a children s care program. She is also a member of the Ngarrindi Women s Organisation and is continuing her studies through TAFE. Sabrina is an excellent role model for the resources sector and has broken new ground as an Aboriginal woman in a male-dominated industry. She has excelled in her roles as a plant operator, Indigenous mentor and active community contributor. Shaune Finn Prominent Hill, Project Manager. 15

16 WHAT WE VE ACHIEVED ( ) Respect (( Encouraged Thiess leaders to attend significant cultural festivals. (( Developed and published acknowledgement protocols, including an explanation of Welcome to Country and Acknowledgement of Country. (( Incorporated Indigenous cultural practices into Thiess cultural awareness program and embedded it in employee development programs. (( Aligned RAP targets to Thiess diversity and inclusion objectives and cultural awareness program. (( Held regular cultural awareness training sessions across the business. 16

17 2016 award-winning achievements in the Queensland resources industry Thiess, Penny Hamilton, won Queensland Resource Council s Indigenous award for her outstanding contribution to advancing the participation of Indigenous people across Thiess. Penny joined Thiess in 2011 as our diversity advisor, and has been instrumental in improving the participation and awareness of Aboriginal and Torres Strait Islander people across our business. She has developed a number of initiatives, including our award-winning Sisters in Mining program and Thiess first RAP, and has shaped our recruitment and industry partnerships to promote opportunities for Indigenous people. Thiess trainee mobile plant operator from Lake Vermont, and 2015 Sisters in Mining graduate, Lisa Campbell, was highly commended as an Exceptional Indigenous Person in Queensland s resources sector. Since Lisa embarked on her mining career, she has gone from strength to strength, is a mentor to our Sisters in Mining trainees and a role model in her community. Mobile plant operator, Lisa Campbell, onsite at Lake Vermont. 17

18 WHAT WE VE ACHIEVED ( ) Opportunities (( Achieved recruitment targets of a minimum of 2.5 per cent Indigenous employees by December (( Expanded our Indigenous pre-employment program into a work-ready program with multiple streams. (( Developed mentoring relationships with Indigenous business and communities in which we operate, with opportunities for joint ventures identified. (( Became a member of Supply Nation (formerly Australian Indigenous Minority Supplier Council). (( Established a joint venture partnership with the Traditional Owners at our Solomon project. (( Successfully achieved and sustained an Aboriginal participation rate of 20 per cent at our Prominent Hill operation. 18

19 Sisters in the driver s seat Thiess Sisters in Mining program provides Indigenous women with the opportunity to begin a career in mining. The successful pre-employment program is a joint initiative between Thiess, the state and federal governments and the Juwarki/Bungoo Aboriginal Corporation. It aims to deliver sustainable long-term employment opportunities and careers for indigenous women, with no previous mining experience, in Queensland s mining sector. Since 2013, the program has been hosted at one of Thiess operations and takes groups through classroom-based training where they learn important life skills such as goal setting, negotiation, nutrition and managing money. The sisters also participated in simulation training to prepare for a role as a trainee haul truck driver, which they work as while completing the remaining 18 month Certificate III in Surface Extraction Operations. As at May 2017, over 50 Aboriginal and Torres Strait Islander women have graduated from the program and over 85 per cent continue to work at Thiess Queensland operations. Graduates from our 2016 Sisters in Mining program. 19

20 From 2017, Thiess focus is building on this momentum, continuing our RAP journey through a refreshed range of initiatives into Our RAP Working Group will lead and drive these initiatives, championed by members of Thiess executive team and representatives from a number of Thiess core business functions and regions in Australia. This ensures the group has a diverse set of skills, experience, views and ideas, with a minimum of 25% Indigenous participation in the working group. Driving these initiatives will be our RAP Working Group, which is made up of team members from across our business, including People & Capability, Supply Chain, Community teams and operational roles. 20

21 Mobile plant operator, Cathy Larry, at Thiess Dawson South operation in Queensland s Bowen Basin.

22 OUR COMMITMENTS Our RAP objectives ONE Building relationships to build authentic, long-term relationships with Aboriginal and Torres Strait Islander people and communities to support positive outcomes. TWO Fostering respect to create a supportive environment built on mutual respect for every member of our team and for the people who work with us. THREE Creating opportunities to create a work environment and culture that best supports the growth of Aboriginal and Torres Strait Islander people and Indigenous businesses. FOUR Tracking progress and reporting to develop and deliver an action-oriented, evidence-based plan that strengthens Thiess strategic approach to supporting Aboriginal and Torres Strait Islander people. 22

23 Apprentices at Thiess Darra workshop in Brisbane. 23

24 BUILDING RELATIONSHIPS We believe in building authentic, long-term relationships with Aboriginal and Torres Strait Islander peoples and communities in every region where we operate to support positive outcomes. ACTION TARGET TIMELINE RESPONSIBILITY 1. Re-establish a Thiess RAP working group comprising Indigenous and non- Indigenous employees and stakeholders to support the delivery and launch of the RAP 1.1 Set up RAP working group to comprise 25 per cent Indigenous employees 1.2 Establish Terms of Reference for the RAP working group and ensure adequate resources are in place to achieve the actions outlined in this RAP June 2017 January, April, July, October 2018, 2. Launch our RAP and communicate RAP commitments to internal and external stakeholders 2.1 Host events in partnership with local Indigenous stakeholders at all projects and offices over a one-week period May, July 2017, 2018, Managing Director RAP working group 2.2 Create a video recording of the launch events available to all staff via the intranet June 2017 Managing Director RAP working group 24

25 ACTION TARGET TIMELINE RESPONSIBILITY 3. Raise internal and external awareness of our RAP goals and gain stakeholder commitment to supporting those goals 3.1 Publish our RAP on our website and intranet 3.2 Communicate details of RAP activities and commitments internally and externally June 2017 Review June 2018, 2019 RAP working group Communication Specialist RAP working group Communication Specialist 3.3 Develop and implement a communication plan to support the RAP, with clear actions and measurable targets, aimed at both internal and external stakeholders June 2017 RAP working group Communication Specialist 3.4 Ensure all Thiess employees receive stretch RAP document June 2017 RAP working group Communication Specialist 3.5 Implement regular communication activities internally and externally to raise awareness of the RAP goals Review June 2018, 2019 RAP working group Communication Specialist 3.6 Ensure our senior leaders are engaged in the delivery of RAP outcomes June 2017 RAP working group Communication Specialist 25

26 ACTION TARGET TIMELINE RESPONSIBILITY 4. Maintain and leverage mutually beneficial relationships with Aboriginal and Torres Strait Islander people, communities and organisations to support positive outcomes 4.1 Develop relationships and two-way conversations with Aboriginal and Torres Strait Islander communities where we operate July, December 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.2 Establish an internal mentoring program and informal network designed to foster relationships between Indigenous and non-indigenous team members January, April, July, October 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.3 Explore opportunities to enhance our regular reward and recognition opportunities (eg internal employee advocacy awards) to recognise excellent contributors to reconciliation at Thiess March, September 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.4 Incorporate Aboriginal and Torres Strait Islander stakeholder initiatives into all project community relations action plans and project diversity plans November, March, June, September 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 26

27 ACTION TARGET TIMELINE RESPONSIBILITY 4.5 Support resource industry engagement initiatives that promote positive outcomes for Aboriginal and Torres Strait Islander people January, April, July, October 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.6 Implement and review an engagement plan to work with our Aboriginal and Torres Strait Islander stakeholders July 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.7 Meet with at least four local Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement September 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.8 Deliver an Aboriginal and Torres Strait Islander stakeholder group engagement event per year linked to Thiess recruitment practices and processes October 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 4.9 Identify an Aboriginal and Torres Strait Islander not-for-profit organisation to develop a community partnership within Thiess CARE framework February, December 2017, 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 27

28 ACTION TARGET TIMELINE RESPONSIBILITY 4.10 Continue the incorporation of Aboriginal and Torres Strait Islander targeted engagement plans Review December 2018, 2019 General Manager, WA and SA Manager, Community and Stakeholder Relations 4.11 Develop community relationships, including with local schools Review December 2018, 2019 General Manager, WA and SA Manager, Community and Stakeholder Relations 4.12 Conduct information sessions that explain our services and how the community can get involved (eg career opportunities and how to work with us) Review December 2018, 2019 General Manager, WA and SA Manager, Community and Stakeholder Relations 4.13 Establish a champion for RAP-related initiatives and events at each Thiess office and site January 2018, General Manager, WA and SA Manager, Community and Stakeholder Relations 28

29 ACTION TARGET TIMELINE RESPONSIBILITY 5. Build a network of RAP champions 5.1 Ensure champions understand their role and requirements and proactively engages teams to promote and implement our RAP January, May 2018, RAP committee HR managers 6. Celebrate National Reconciliation Week (NRW) to strengthen and maintain relationships between Aboriginal and Torres Strait Islander team and other team members 6.1 Celebrate NRW in at least 11 locations and share these events with the wider business 6.2 Register all NRW events on Reconciliation Australia s NRW website May 2017, 2018, May 2017, 2018, 6.3 Encourage Thiess team members to participate in external events to recognise and celebrate NRW May 2017, 2018, 6.4 Invite an Aboriginal and/or Torres Strait Islander community member/s into our office to share insights and experiences May 2017, 2018, 6.5 Ensure RAP working group members participate in three NRW events each year May 2017, 2018, 29

30 FOSTERING RESPECT Thiess aims to create a supportive environment built on mutual respect for every member of our team and for the people who work with us. We will continue to deliver a range of training programs and build effective partnerships across our teams and with local communities where we operate. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 7. Demonstrate respect to Aboriginal and Torres Strait Islander peoples and communities by embedding cultural protocols as part of the way our organisation functions 7.1 Update and review our cultural protocol document to ensure explanations of Aboriginal and Torres Strait Islander cultural norms are being used correctly and regularly, including: Appropriate greetings Overview of event protocols (eg Welcome to Country, Acknowledgement of Country) February, May, July, September 2017, 2018, Communication Specialist Develop Traditional Owners list and key contacts with relevant states, territories and specific local communities 30

31 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 7.2 Invite a local Traditional Owner to provide a Welcome to Country at a minimum of four significant events (eg NAIDOC week, NRW, launch of new online cultural awareness training, leadership conference etc) Review June 2018, Ensure Thiess team members provide an Acknowledgement of Country at all public events and at the commencement of important internal events Review June 2018, Display an Acknowledgement of Country plaque at each Thiess location in Australia December

32 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 8. Increase knowledge and understanding of Aboriginal and Torres Strait Islander cultures, histories and achievements across our team 8.1 Develop, implement and review an Aboriginal and Torres Strait Islander cultural awareness training strategy that defines the continuous cultural learning needs of employees in all areas of our business in Australia, is interactive and face to face where possible, and is incorporated into Thiess-wide initiatives with targets including: August 2017, 2018, RAP working group Learning and development team 2,500 people and/or 80 per cent of employees personnel to undertake online cultural learning activities in Thiess training and development program 1,450 people and/or 50 per cent of employees to undertake face-to-face cultural workshop learning activities 30 people and/or 20 per cent of employees to undertake cultural immersion learning activities All RAP working group members to undertake cultural learning activities All senior leaders will participate in cultural learning 8.2 Promote Reconciliation Australia s Share our Pride online tools to all employees May, July, September 2017, 2018, 32

33 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 8.3 Identify potential internal and external opportunities for volunteering work at a local Aboriginal and Torres Strait Islander school eg visit the Ration Shed at Cherbourg September Identify employees within the PE@T (performance effectiveness at Thiess) process who have a desire or need to develop a deeper understanding of Aboriginal and Torres Strait Islander perspectives (eg all supervisors and hiring managers) May 2017, 2018, 8.5 Distribute communication material to inform employees of upcoming cultural events including NAIDOC week, NRW, Sorry Day etc January, April, July, October 2017, 2018, 8.6 Support each Thiess office and site in celebrating events May 2017, 2018, January, April, July, October 2017, 2018, 8.7 Incorporate celebrations into Thiess annual event calendar May 2017, 2018, January, April, July, October 2017, 2018, 33

34 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 9. Celebrate NAIDOC Week and provide opportunities for Aboriginal and Torres Strait Islanders employees to engage with culture and community during NAIDOC Week 9.1 Review HR policies and procedures to ensure there are no barriers to participation in NAIDOC Week 9.2 Provide Aboriginal and Torres Strait Islander team members with opportunities to participate in NAIDOC Week events September 2017, 2018, July 2017, 2018, Encourage all staff to participate in NAIDOC Week events July 2017, 2018, Hold an internal or public NAIDOC Week event in consultation with Aboriginal and Torres Strait Islander peoples September 2017, 2018, 34

35 Torres Strait Islander dance group, Mali Kiai Mura Bau, perform at Thiess Brisbane office during NAIDOC week in

36 CREATING OPPORTUNITIES We believe in creating a work environment and culture that supports Aboriginal and Torres Strait Islander people. Our aim is to inspire Aboriginal and Torres Strait Islander people to work and grow with us. Our program and targets are designed to provide opportunities that lead to practical, long-term pathways to employments or partnerships. We will continue to actively explore and encourage local partnerships and support local Aboriginal and Torres Strait Islander businesses to create economic independence and mutually beneficial commercial agreements. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 10. Increase Aboriginal and Torres Strait Islander supplier diversity 10.1 Implement, review and update an Aboriginal and Torres Strait Islander procurement strategy August 2017, 2018, Strategic procurement team Site purchasing teams 10.2 Communicate opportunities and support Indigenous businesses during the tender and procurement process August 2017, 2018, Strategic procurement team Site purchasing teams 10.3 Develop at least three commercial relationships with Aboriginal and Torres Strait Islander businesses in the local communities in which we operate and document case studies of successful joint venture arrangements August 2017, 2018, Strategic procurement team Site purchasing teams 36

37 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 10.4 Proactively leverage Thiess Supply Nation membership to promote tender opportunities June 2017, 2018, Strategic procurement team Site purchasing teams 10.5 Conduct tender process workshops and develop a proposal template and supporting guidelines for the local communities where we operate October 2017, 2018, Strategic procurement team Site purchasing teams 10.6 Set procurement targets for procuring goods and services from Aboriginal and Torres Strait Islander owned businesses July 2017 Procurement team 10.7 Continue to gather data regarding Aboriginal and Torres Strait Islander organisations and community contacts where Thiess is most active August 2017, 2018, 37

38 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 11. Develop a cultural support network 11.1 Design and develop an online collaboration forum for Aboriginal and Torres Strait Islander employees to provide access to information, training and networking August 2018 Operations and project managers 11.2 Implement a cultural mentoring program to provide peer support and professional mentoring for existing employees and managers September 2018 Operations and project managers 12. Increase Aboriginal and Torres Strait Islander recruitment and retention 12.1 Collect and review participation data to understand and set targets for the number of employees able to participate in Thiess professional development programs July 2017, 2018, HR managers 12.2 Revise existing targets to increase Aboriginal and Torres Strait Islander employment to six per cent by 2020 November 2017 HR managers 38

39 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 12.3 Implement, review and update our Aboriginal and Torres Strait Islander employment and retention strategy, including professional development March, June, September 2017, 2018, HR managers 12.4 Engage with existing Aboriginal and Torres Strait Islander employees regarding employment strategies and professional development March, June, September 2017, 2018, HR managers 12.5 Enable projects to provide consistent data to demonstrate the achievement of the minimum target of six per cent Indigenous employment by December 2020 March, June, September 2017, 2018, HR managers 12.6 Continue to advertise job vacancies in Aboriginal and Torres Strait Islander media March, June, September 2017, 2018, HR managers 12.7 Determine the career aspirations and needs of our Aboriginal and Torres Strait Islander employees March, 2018, HR managers 39

40 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 13. Increase participation in internal and external leadership development programs by our Aboriginal and Torres Strait Islander employees 13.1 Increase participation in leadership development programs by 50 per cent (eg blue, sponsorship and supervisory development programs) August 2017, 2018, Diversity advisors HR managers 13.2 Increase the participation of Indigenous employees in key leadership roles (eg supervisory, superintendent and manager roles) June 2017, 2018, HR managers 13.3 Revise our HR recruitment targets and equip recruiters and hiring managers with the targeted hiring practices and cultural learning to support the employment of Indigenous candidates June 2017, 2018, HR managers 13.4 Update recruitment targets in labour hire agreements to encourage the active employment of Aboriginal and Torres Strait employees and include Aboriginal and Torres Strait Islander labour hire companies on our panels March 2018, HR managers 40

41 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 14. Support the achievement of employment targets by enhancing and expanding existing Thiess employment and training programs 14.1 Expand and implement our successful, award-winning Sisters in Mining program and extend it to other roles and disciplines (eg HR, health and safety) June, September 2017, 2018, HR managers 14.2 Continue to engage with universities, TAFEs and high schools to provide work experience, scholarships, apprenticeships, cadetships and other pathways to employment June, September 2017, 2018, HR managers 14.3 Implement Aboriginal and Torres Strait Islander employment pathways: Traineeships (x20) Cadetships (x8) Apprenticeships (x8) June, September 2017, 2018, HR managers Scholarships (x8) 41

42 TRACKING PROGRESS AND REPORTING Thiess believes in developing and delivering an action-oriented, evidence-based plan that strengthens Thiess strategic approach to supporting Aboriginal and Torres Strait Islander people. Our approach adopts appropriate measures to evaluate how we ve tracked against our objectives. We will implement a range of practical, achievable actions and monitor our progress on a quarterly basis. The RAP committee will review our progress and make required adjustments to ensure we meet our outlined targets. An annual progress report will be published in addition to the final report that will be produced every three years upon completion of the current RAP. ACTION DELIVERABLE TIMELINE RESPONSIBILITY 15. Report RAP achievements, challenges and lessons to Reconciliation Australia for inclusion in the RAP impact measurement report 15.1 Complete and submit the RAP impact measurement questionnaire to Reconciliation Australia September 2017, 2018, 15.2 Investigate participation in the RAP barometer May 2018, Develop and implement systems and capability needs to track, measure and report on RAP activities September 2017, 2018, Investigate opportunities to measure the impact of RAP activities September 2017, 2018,

43 ACTION DELIVERABLE TIMELINE RESPONSIBILITY 16. Ensure the Thiess RAP working group meets regularly to assess progress, consider challenges and plan subsequent actions 16.1 Provide a forum for RAP working group members and champions to report challenges and opportunities and progress toward meeting goals and targets March, June, September, December 2017, 2018, RAP working group RAP champions 17. Report on annual achievements, challenges and lessons internally and externally 17.1 Publicly report our RAP achievements and lessons on our intranet July 2017, November 2018, RAP working group chair 18. Review and refresh the RAP 18.1 Review, refresh and update RAP implementation based on lessons, challenges and achievements July , RAP working group chair 18.2 Provide Thiess RAP draft to Reconciliation Australia for formal feedback and endorsement May 2019 RAP working group chair 18.3 Finalise Thiess draft RAP, in partnership with CIMIC Group July 2020 RAP working group chair 43

44 For further information about Thiess RAP, please contact our on THIESS.COM