RECONCILIATION ACTION PLAN

Transcription

1 TRANSFIELD SERVICES RECONCILIATION ACTION PLAN INTEGRITY COLLABORATION CHALLENGE INGENUITY THE TRANSFIELD SERVICES GROUP PARTICIPATING JOINT VENTURES

2 ACKNOWLEDGEMENT OF COUNTRY Transfield Services respectfully acknowledges Indigenous Australians both past and present as the Traditional Owners and custodians of the land on which we work. CONTENTS Our Business 2 Message from the Managing Director and Chief Executive Officer 3 Message from the Indigenous Advisory Board Chairman 4 Message from Reconciliation Australia s Chief Executive Officer 5 Transfield Services Vision for Reconciliation 5 Our RAP 6 Our Approach 8 Indigenous Advisory Board 9 Relationships 10 Respect 16 Opportunities 20 Abbreviations and Acronyms IAB Indigenous Advisory Board IBA Indigenous Business Australia IOP Indigenous Opportunity Policy IPP Indigenous Participation Plan NAIDOC Aboriginal and Islander Day Observance Committee RAP Reconciliation Action Plan RA Reconciliation Australia RISC Regional Indigenous Steering Committee BCA Business Council Australia MOU Memorandum of Understanding SLA Service Level Agreement Tracking and Reporting 24 Questions and Answers 26 OUR BUSINESS We are a global provider of operations, maintenance and construction services to the resources, energy, industrial, infrastructure, property and defence sectors. We deliver asset management services across all phases of the asset lifecycle, from concept and creation, to services that sustain, optimize and enhance our client s assets. With diverse global experience and expertise, we share our knowledge and challenge thinking to develop and implement innovative solutions that deliver real value for our clients. Our approach enables us to deliver continuous improvements in asset performance and sustain long term relationships with our clients and partners. We have a workforce of more than 19,000 people across 18 industries and 10 countries of which 10,900 are employed within Australia. Our Indigenous employees currently number 490 which equates to 4.5 per cent of our Australian employees.

3 A MESSAGE FROM TRANSFIELD SERVICES MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER In 2009, then Deputy Prime Minister, the Hon. Julia Gillard launched Transfield Services first Reconciliation Action Plan (RAP). We knew at the time we were embarking on one of the most exciting and challenging journeys the Company had ever undertaken. This was not a short-term strategy but a long-term commitment to increasing the participation of Indigenous people and their communities in our business. It is testament to our commitment that this Reconciliation Action Plan is Transfield Services third and it continues our commitment to inclusion, reconciliation and the strengthening of relationships between Indigenous and non-indigenous people. With each of our previous RAPs we have sought to be leaders in the reconciliation process. We have built accountability into our actions through a strong governance structure and partnerships with Indigenous organisations and communities. I am particularly proud of the following highlights: In 2014, our second RAP was granted Elevate RAP status by Reconciliation Australia. This was a recognition of Transfield Services role as an industry leader in supporting a shared sense of national pride and improving trust between Indigenous and non- Indigenous people. The stability and influence that Transfield Services Indigenous Advisory Board (IAB) has had on our organisation. Under the continued leadership of Eddie Fry (recently appointed Chair of Indigenous Business Australia), the IAB has held the Company accountable to our commitments and actions. During 2014, we released the findings from independent evaluations which we commissioned to examine the social and economic impacts of our Indigenous employment programs across four different communities. While many of the findings reflected the good work we had done, the report recommended a number of areas for improvement, which are reflected in this RAP. Building on each of these achievements, Transfield Services RAP will see us continue to strengthen the opportunities for Indigenous people. For example, we have increased our employment target of Indigenous people from 4.5 per cent to 6.5 per cent and developed procurement practices that better support Indigenous business enterprises. I am also excited to see an increased focus on young Indigenous people and the potential establishment of a Transfield Services Youth Council. The contribution that the next generation of Indigenous people can provide to us will make our RAP and our business stronger. These initiatives, among others, will ensure we continue to lead the way in bridging the gap and working toward reconciliation and that we will be accountable to the targets we have set. In providing these opportunities I am reminded of the feedback we received from one of our partners with regard to the three pillars of reconciliation; Relationships, Respect and Opportunities: First has to come respect and through respect you can then build relationships. Once relationships are built the opportunities flow. The next three years will see Transfield Services continue this journey of respect and I am confident that in doing so, we will continue to grow as people and as a business and make a valuable contribution to this very important national initiative. Graeme Hunt Managing Director and Chief Executive Officer Transfield Services Reconciliation Action Plan

4 A MESSAGE FROM TRANSFIELD SERVICES INDIGENOUS ADVISORY BOARD CHAIRMAN The reconciliation process demands that all sectors of the Australian community play their part in building trust and strengthening relationships between Indigenous and non-indigenous people. As Chair of Transfield Services Indigenous Advisory Board (IAB) for the last five years, I have had the opportunity to participate in the reconciliation process with one of Australia s leading services companies. The role of the IAB has been to hold Transfield Services accountable to the commitments they have made in three successive RAPs since In fulfilling our mandate, we have required Transfield Services to report not only against the actions contained in each RAP but the challenges that have been and are being confronted along the way. Accordingly, Transfield Services RAP continues the bold approach the Company has taken over the last six years. We know that successful employment is built on respect and sustainable, mutually beneficial relationships that support recruitment and retention of Indigenous employees. The IAB has been encouraged by the employment growth for Indigenous people across the Transfield Services business. We are pleased to see these central tenets of reconciliation being strengthened in this RAP. There is much that Transfield Services can be proud of but there is still more that can be achieved. The IAB has been particularly pleased with the following: The level of commitment by Transfield Services to community engagement. Meaningful engagement has ensured that Indigenous people have an understanding and more importantly a voice in the opportunities Transfield Services can offer. Leadership from the executive and in particular the managing director has ensured that Indigenous people and communities can share in the success of Transfield Services business. Myself and members of the IAB are also interested to see how Transfield Services can assist with the important transition of young Indigenous people who have had contact with the juvenile justice system into meaningful employment. Overall, as Chair of the IAB I will be ensuring that over the next three years Transfield Services continues to enhance and strengthen the process of reconciliation through the successful implementation of the actions in this RAP. Eddie Fry Chairman Transfield Services Indigenous Advisory Board 4 Transfield Services Reconciliation Action Plan

5 A MESSAGE FROM RECONCILIATION AUSTRALIA S MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER Reconciliation Australia congratulates Transfield Services on the formulation and endorsement of its third Reconciliation Action Plan once again an Elevate RAP. With its Elevate RAP, Transfield Services is among a select group of organisations to have taken their reconciliation obligations to the highest level. Everyone at Transfield Services can be justifiably proud of their organisation s fine reconciliation record since its first RAP was launched in I am impressed by the commitments made in this RAP. Having now reached its target of 4.5 per cent Aboriginal and Torres Strait Islander employees, Transfield Services has pledged to increase that figure to 6.5 per cent by Transfield Services strong governance structure ensures that all levels of the organisation are involved in the company s reconciliation actions. Its 40 separate local community participation plans developed in partnership with local Indigenous stakeholders bring the voices of Aboriginal and Torres Strait Islander people into corporate Australia. Transfield Services has also demonstrated its support for the Recognise Campaign by generously providing a motor vehicle for the journey around Australia. Reconciliation Australia s RAP program inspires social change in workplaces around the country. RAP organisations like Transfield Services understand that by providing sustainable opportunities in education, employment and business for Aboriginal and Torres Strait Islander peoples, the benefits flow both ways. Transfield Services Elevate RAP signifies its continued and accelerated commitment to meaningful and sustainable outcomes for Aboriginal and Torres Strait Islander people and their communities. Raising the bar of its endeavour sets a fine example to others within its sphere of influence. On behalf of Reconciliation Australia, I wholeheartedly commend Transfield Services on its second Elevate RAP and look forward to following its impressive reconciliation journey. Justin Mohamed Chief Executive Officer Reconciliation Australia TRANSFIELD SERVICES VISION FOR RECONCILIATION As one of Australia s leading companies, we are committed to improving the imbalance between Indigenous and non- Indigenous people in Australia that is, we are committed to reconciliation. For Transfield Services, reconciliation means having a business that is socially inclusive and recognises the local customary needs of Indigenous people and their communities, including the significance of preserving Indigenous culture and customs. Our vision for reconciliation is not a quick-fix solution but rather a longterm approach that will change all facets of our business. We believe that reconciliation is aided by building long-term sustainable partnerships with Indigenous communities in places where we operate. We will maintain our commitment to Indigenous people and their communities by continuing to: Respect the values and beliefs of Indigenous people Establish employment, education and training opportunities Understand the potential impact our business may have on Indigenous people and their communities Increase the involvement of Indigenous people and their communities in the success of our business Support programs that strengthen and promote the interests of Indigenous people Encourage all employees to develop an awareness of Indigenous cultures, and Listen to Indigenous people and together partner for mutually beneficial outcomes. With operations in metropolitan, regional and remote geographical locations we are well-placed to meet our commitments and we will work with our clients, Indigenous people and communities and governments to deliver real and lasting change. Through the objectives outlined in our RAP, our aim is to deliver clear and practical outcomes across our business to increase our engagement with Indigenous people and their communities, in ways that are inclusive, respectful, fair and culturally appropriate. Transfield Services Reconciliation Action Plan

6 2009 OUR RAP Upon the renewal of this RAP in 2018, we will have formally been committed to enhancing Relationships, Respect and Opportunities with Indigenous people for over a decade. There have been numerous achievements, challenges and significant milestones along the way. Our journey is mapped here so we can look upon our past to better understand how we can positively influence the future. Transfield Services became the first services organisation in Australia to have a registered RAP, launched by Australia s then Deputy Prime Minister the Hon. Julia Gillard. In a company first, the Transfield Services Chairman acknowledged our Traditional Land Owners at the Company s Annual General Meeting. Regional Indigenous Steering Committee groups were established across the country to monitor, measure and report Indigenous participation throughout all sectors and regions of our Australian operations. Transfield Services worked with Social Compass to develop a charter which guides the governance, practice and accountabilities for members of our Indigenous Advisory Board Our Global Indigenous Framework was established to be inclusive of all First Nation People as our business operates in many other countries. The results from our 2010 workforce survey identified that our Indigenous employment figures had increased to 3.06 per cent. Our online Cultural Awareness Training program, designed in partnership with Indigenous Campus was established to provide employees with a base line introduction to Australian Indigenous culture. The Indigenous Advisory Board conducted the first annual performance review, which continues to play an important part in the development and conduct of the Indigenous Advisory Board and our corporate governance. We began supporting Indigenous business through our partnership with Supply Nation (formally AIMSC). The first group of senior managers participated in an interactive National Cultural Awareness Training program run by Kaata Tidja The establishment of our Indigenous Cultural Learning Pathway completes our commitment to promoting Indigenous engagement and providing cultural training for all our employees. The business reported the outcomes from the first 12 months of our RAP to members of Reconciliation Australia s Executive in Canberra. 6

7 2012 Transfield Services second RAP was launched by the NSW Minister for Indigenous Employment and Economic Development the Hon. Julie Collins. Transfield Services became a member of the Business Council of Australia s Business Indigenous Network and has continued to inform and be informed by this initiative Our third RAP continues our commitments with a particular focus on youth, increased employment and leadership. We became a supporter of CareerTrackers through the Transfield Foundation and continue to work with them to enhance career outcomes for young Indigenous students We secured the services of East Gippsland Aboriginal community organisation, Ramahyuck, to undertake all health and medical checks for our employees (Indigenous and non- Indigenous) in the region The results from our 2013 workforce survey identified that our Indigenous employment figures had increased to 4.5 per cent. A training DVD was developed to increase the capacity of our business in the successful recruitment and retention of Indigenous employees. We calculated the contribution the business makes to the national economy through the employment of Indigenous people, from information in our diversity survey, salary structure and employment status prior to joining Transfield Services We partnered with the Yorta Yorta people to enhance opportunities for engagement in Transfield Services business through employment, training and subcontracting services. Our aim is to safeguard Indigenous employee retention by commissioning a third party to interview a random sample of our Indigenous employees every 18 months across all sectors and regions to ensure we are creating a culturally safe workplace. We embarked on our first initiative to work with Indigenous youth who had been involved with the juvenile justice system to create career pathways. We became one of five corporations, to be invited by Reconciliation Australia to apply for an Elevate RAP as a demonstrated leader in the field. Transfield Services Reconciliation Action Plan

8 OUR APPROACH The approach Transfield Services takes to the development and implementation of our RAP is to ensure that Indigenous people not only have a say in our business but actually hold us accountable to the commitments we make. We are pleased to report that the review of our previous RAP and the development of this RAP has been informed by feedback from our employees (both Indigenous and non-indigenous), our clients and our community partners. Each group was consulted with regard to the actions in our current RAP and the expectations for moving forward over the next three years. It is an indication of how far we have come that 19 community partners provided input into the RAP. These partners are Indigenous people and organisations representing a number of communities across Australia. Their important feedback is taken very seriously and we are confident they will see the results of their contribution in the actions we have endorsed for the next three years. Our Indigenous Advisory Board (IAB) will continue to be the primary mechanism for making inclusive and informed decisions in relation to Indigenous participation in our business and holding us accountable to the commitments we have made. The Regional Indigenous Steering Committee (RISC) will continue to ensure that high level strategies are translated into contract and site-based actions across Australia, and will report on an industry and geographic basis. It is an indication of how far we have come that 19 community partners provided input into the RAP. In setting an employment stretch target of 6.5 per cent and developing a youth focus, we aim to be a leader within corporate Australia. Because we need to be accountable to our commitments there needs to be a robust system of monitoring, auditing and reporting on the actions contained in our RAP. As part of this system, Transfield Services risk and compliance group will internally audit our Indigenous Opportunity Policy every 12 months. Further, we will continue to commission Social Compass to measure the degree to which our Indigenous employees feel we are creating and maintaining a culturally safe work place. Our approach is enhanced through the employment of an Indigenous development manager and advisors who guide our engagement. They hold responsibilities which assist all levels of our business internally and externally with members of the community to broker relationships and partnerships between our business and Indigenous communities. Finally, with the development of each RAP, our approach is being refined, building on the very successful governance structure we put in place to ensure the success of our first RAP. We are confident we have a transparent and accountable approach, informed at every level by Indigenous people. INDIGENOUS GOVERNANCE STRUCTURE Transfield Services Board Transfield Services Health, Safety, Environment and Community Committee Department of Prime Minister and Cabinet Corporate Leaders Program Planning and Monitoring Tools Reconciliation Action Plan Transfield Services Indigenous Advisory Board Indigenous Participation Approach WA Regional Indigenous Steering Committee QLD Regional Indigenous Steering Committee NSW Regional Indigenous Steering Committee VIC and TAS Regional Indigenous Steering Committee SA and NT Regional Indigenous Steering Committee Regional Indigenous Steering Strategy Senior managers (MD-3 level) approve the contract manager s RISC reports Contract managers supported by Transfield Services Indigenous advisors Site or local Indigenous Participation Plan 8 Transfield Services Reconciliation Action Plan

9 LOCAL INDIGENOUS PARTICIPATION Our Indigenous governance structure ensures that our commitments carry accountabilities at both the local and corporate level. The development of site or local IPPs is where we establish and strengthen local relationships and where Indigenous people closest to our operations can have input. It is here that respectful relationships are established and where opportunities are identified for people and communities to participate in our business. Our IPPs are structured under the three pillars of reconciliation; Relationships, Respect and Opportunities. At the local level they are effectively mini-raps. IPPs reflect relationships and opportunities that support local communities, our business and importantly our clients business. We currently have 40 IPPs in place. The implementation of IPPs is monitored through contract managers reporting progress and outcomes to RISCs who in turn have mandatory reporting requirements to our Indigenous Advisory Board. In ensuring we have accountability to the highest level of corporate governance, the IAB has representation and reporting to Transfield Services Board through its Health, Safety, Environment and Community Committee. Having our Managing Director and Chief Executive Officer, Graeme Hunt on the IAB ensures there is seamless reporting throughout our business. As part of the Indigenous governance structure, the foundation of our community engagement approach is our IPP. The IPP is designed to give action items to individual sites and provides a structured format to capture and report their actions in relation to Indigenous participation activities at a local community level. In short, the IPP operationalises our RAP with the community. INDIGENOUS ADVISORY BOARD Eddie Fry Chairman 2. Graeme Hunt Managing Director and Chief Executive Officer 3. Kimberly Bridge Independent Member 4. Christine Dragisic Independent Member 5. Alastair King Independent Member 6. Debbie Barwick Independent Member 7. Kerry Colbung Independent Member 8. Neil Birtchnell, 9. Richard Nedov Manager, Operations and Maintenance 10. Angelo De Angelis, Industrial Maintenance East 11. Derek Osborn Manager, Logistics and Facilities Management 12. Llewellyn Williams Indigenous Development Manager

10 RELATIONSHIPS OUR AIM To continue to be a leader in supporting and building mutually respectful relationships with Indigenous people and communities. Strengthen and deepen our relationships with key stakeholders to ensure mutually beneficial outcomes for Indigenous communities, our clients, our partners and Transfield Services. ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOME 1. IAB supported by the RISC (RAP Working Group) actively monitors RAP development and implementation. i. IAB to meet four times a year. ii. Ensure that the IAB continues to be Chaired by an Indigenous person. Ensure that 50 per cent of our IAB membership are Indigenous. iv. Ensure that we continue to meet all IAB Charter principles. Biennale v. Every two years review the performance of all IAB members. 2. Understand our clients (new and existing) approach to Indigenous participation. This will enable stronger, more aligned relationships. The primary tool for understanding our clients approach to Indigenous participation is through the development of site or local Indigenous Participation Plans (IPPs). Business Community Managers December 2015 June 2016 i. External research commissioned to benchmark our client s Indigenous commitments and activities. ii. Findings are incorporated into site or local IPPs. 3. For new contracts, identify community stakeholders and build network to ensure we are communicating effectively and understand community needs. Managers Six-monthly Six-monthly i. Contract managers meet community stakeholders as detailed in site or local IPP, two meetings per year for each contract. ii. Contract managers to send community stakeholders relevant communication such as good news stories (eight stories per year). 4. Promote our RAP to ensure our key stakeholders are aware of our commitment to Indigenous people, their communities and culture. Executive Corporate Affairs, Managers, General Manager Business Community December 2015 Six-monthly March 2017 i. Embed RAP promotion into IPPs. ii. iv. Indigenous development manager and advisors to communicate RAP to community partners. Communicate and promote the RAP on Transnet (Centre of Excellence) Corporate website, Transverse and Indigenous Participation Teamsite. Scope the establishment of a Transfield Services RAP application for use on Apple and Android devices. 5. As a leader in the reconciliation process we will strengthen our relationship with the Department of Prime Minister and Cabinet. The intention is to further inform the Department as to how its programs and policies inform or can be informed by industries in which we work. Business Community Biannually i. Initiate quarterly meetings with the Department (four per year). ii. Provide to the Department two Industry Impact Briefing Papers per year with reference to EPI, IOP, IBA initiatives and policy. 6. To promote and increase employee awareness of National Reconciliation Week events and activities. Indigenous Development Managers and Advisors i. 40 contracts to roll out toolbox talks and sessions about National Reconciliation Week. ii. Six corporate head offices to host a Lunch and Learn session facilitated by external representative (e.g. Reconciliation Australia rep). Support an external National Reconciliation Week event. 10

11 RELATIONSHIPS Building local relationships and creating increased opportunities Our Department of Defence contract at RAAF Base East Sale has developed and maintained a close relationship with local Indigenous enterprise Ramahyuck District Aboriginal Corporation. For more than five years Ramahyuck has provided rural lawn mowing services at the Base as part of their extended employment program to the local Indigenous community. We have extended this relationship with Ramahyuck and they now provide medical services including pre-employment medical checks, medical treatment, rehabilitation and health services, such as x-rays and blood tests, to both our Indigenous and non-indigenous employees. John Parisella, Lead Estate Maintenance Operations Services Manager VIC and TAS said: It is great that we can continue to support Indigenous enterprise and form an ongoing relationship. We have been fortunate in succeeding in establishing this relationship and maintaining it through mutual benefits. Transfield Services Reconciliation Action Plan

12 ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOME 7. In partnership with Reconciliation Australia (RA) take a leadership role in the reconciliation process. Business Community December 2015 i. Wrap Department of Transport (South Australia) bus with our RAP artwork. ii. Host an annual Reconciliation Forum for existing clients and industry partners. Map how we are influencing stakeholders. Monthly iv. Participate in 12 RAP community events on a formal and informal basis and circulate good news stories. Six-monthly v. Increase RA employees knowledge of RAP implementation with two Transfield Services site visits per annum. 8. External social researcher to continue to provide research and ongoing audit that enhances our knowledge and awareness of Indigenous participation. Business Community December 2017 i. Benchmarking research of our clients Indigenous commitments and activities. ii. Conduct Indigenous employee surveys every 18 months, report recommendations to maintain culturally safe workplace for Indigenous employees. Share the research findings at the Annual Reconciliation Forum (see previous action). 9. Indigenous development managers and advisors to meet with clients Indigenous affairs managers to discuss Indigenous participation and to share our knowledge and experience in Indigenous participation. Indigenous Development Manager and Advisors i. Meet four times per year. ii. Develop a Shared Learnings Report one per client each year. Incorporate any agreed actions from the Shared Learnings Report into the local IPP. iv. Monitor progress through usual IPP reporting mechanisms. 10. Transfield Services has worked with two Indigenous owned consultancies for almost 10 years. Each provides strategic advice on a broad range of Indigenous issues as they apply to our business. These will continue for the life of this RAP. Business Community i. Meet with each organisation four times per year to review the activity schedule in the respective Service Level Agreements (SLA). ii. Indigenous organisations provide deliverables as per the SLA. Indigenous organisations proactively monitor Indigenous policy contexts changes and provide (two times per year) briefing papers outlining any implications for Transfield Services. 11. Scope the establishment of an internal Indigenous Youth Advisory Council. Business Community June 2016 June 2016 June 2016 June 2016 i. Structure and format developed. ii. Young people identified and selected. Youth Advisory Council holds first meeting. iv. Annual Meeting. 12. Subsidiaries commitments Easternwell A. Assist in meeting commitments made in RAP and participate in RISCs. B. Increase Indigenous participation by building relationships in the community. Manager Well Servicing i. At least one senior manager to attend RISC meetings and support the achievement of RISC strategy and objectives. ii. Support and participate in four relevant community activities and sponsor at least one organisation providing services to Indigenous communities in each round of the Easternwell community grants program. Broadspectrum A. Increase Indigenous participation by building relationships in the community. Operations September 2016 i. Meet with Traditional Owners in local region to promote employment and training opportunities. 12 Transfield Services Reconciliation Action Plan

13 Student journey lines travelling short and long distances to attend school. Joining of hands represents the Journey to Reconciliation. The Glossy Ibis - represents the Kaurna Ancestor Tjilbruke. Indigenous communities from all over Australia. Indigenous students on their journey from their homelands to Immanuel College. Indigenous youth travelling to the Top End of Australia. The Kaurna Shield represents the Kaurna warriors who fought courageously to protect their families and their way of life. Tjilbruke Spring Sites. The site of Immanuel College on Kaurna land. RAP COVER AND ADELAIDE BUS ARTWORK The artwork that features on the cover and throughout our RAP depicts the dreaming story of Tjilbruke and his journey from Kingston Park to Cape Jervis in South Australia. Tjilbruke was a great ancestor of the Kaurna nation. He was a Lore man and was skilled in the art of making fire. The artwork shows the seven coastal spring sites that are connected to the dreaming story of Tjilbruke. The springs that dot the coastline of Fleurieu Peninsula are believed to have been created by Tjilbruke himself. After losing his favourite nephew, Tjilbruke carried his nephew s dead body south to the coastline. He was overcome with grief and tears fell down his face and as they struck the ground they created the seven spring sites as seen in the artwork. The Glossy Ibis bird figure featured in the artwork reminds us of the story of Tjilbruke and it is believed Tjilbruke transformed into the Glossy Ibis after placing his nephew to rest in a cave near Cape Jervis. Today we can still see the Glossy Ibis in the swamps of the Adelaide plains and Kaurna people know him as Tjilbruke. The Kaurna shield featured in the artwork represents the Kaurna warriors who fought courageously to protect their families and their way of life on Kaurna land. The artwork will be used to wrap a South Australia Department of Transport bus to meet measurable outcome one, for action seven under the Relationship reconciliation pillar of our RAP. See the top of page 12. Transfield Services Reconciliation Action Plan

14 ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOME ICD A. Establish participation and support of RISC through key representation. Chief Executive Officer i. Attend quarterly meetings and communicate outcomes back to ICD management team. B. Develop relationships with primary school (high Indigenous population) to assist in developing student s interest in mathematics and engineering career pathways. Chief Executive Officer ii. Attend local primary school once a year to conduct a mathematics workshop to encourage young children to develop interest and skills required for a career in engineering. APP A. Scope universities nationally to develop relationships with them to support Indigenous students through work placements. Chief Executive Officer September 2015 i. Appoint external service provider to undertake scoping study. B. Work with the universities to understand and improve direct entry streams for Indigenous students into the engineering and built environment faculties. April 2016 ii. Review report and recommendations and decide on action going forward. Ultimate outcome is to partner with universities nationally and sign an agreement. C. In consultation with Transfield Services determine the best way to participate in external secondment programs. Chief Executive Officer July 2016 Participants enrolled in external programs. 13. Joint venture commitments Harbour City Ferries A. Continue to understand our employees approach to Indigenous identification and participation to enable stronger relationships and established respect. B. Identify community stakeholders and build networks and relationships that effectively communicate and understand community needs. General Manager Human Resources General Manager Human Resources December 2015 July 2016 September 2015 i. Complete a diversity survey to identify Indigenous employees if they wish to self identify. ii. Amend Human Resource forms to include an Indigenous identification process. Continue the Aboriginal and Torres Strait Islander Support Network Group. iv. Build a database of community stakeholders networks. v. Continue relationships by identifying and attending community events. vi. Promote our relationship with our community stakeholders and parent companies through development of good news stories. C. Continue to build a successful relationship with Transfield Services and the IAB. General Manager Human Resources Six-monthly July 2016 vii. Build a relationship with Transfield Services NSW Indigenous engagement advisor. v Build a successful relationship that enables Indigenous members to participate with the Transfield Services IAB. D. Continue to build a successful relationship with our Aboriginal and Torres Strait Islander Support Network Group. General Manager Human Resources ix. Assist in quarterly meetings with a guest facilitators to support our Aboriginal and Torres Strait Islander Support Network Group that encourages effective relationships between our Indigenous and non-indigenous employees. x. Highlight the commitments and success of our Indigenous employees through good news stories. xi. Continue to commit our support of suggested cultural events that the Aboriginal and Torres Strait Islander Support Network Group have highlighted as important cultural dates and events. 14 Transfield Services Reconciliation Action Plan

15 Transfield Services Reconciliation Action Plan

16 RESPECT OUR AIM Strengthen our employees understanding and knowledge of Indigenous heritage and culture. Ensure we have a company culture that continues to respect and acknowledge Indigenous culture, heritage, values and beliefs. ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOME 1. All senior managers are exposed to Cultural Awareness Training through our Cultural Learning Pathway to ensure leadership at the highest level of our business., Managers i. Roll out one program annually with participation from senior managers across all industries and states. ii. Ensure executive general managers of all industries are represented in training sessions and report back through IAB. Invite 10 external stakeholders to participate in five of our face-to-face training programs. 2. Establish cultural exposure program to give our people exposure to remote community life and culture. December 2015 March 2016 i. Program established. ii. Integration of the program into the Cultural Learning Pathway. August 2016 Three employees per year for the first year and then re-evaluated at the end of the first year. 3. Ensure all new members of the IAB, RISCs and contract managers have the knowledge and information required with regard to Transfield Services Indigenous participation program to undertake their role. As required i. Distribute a tailored welcome pack for new members of IAB, RISC and contract managers within two weeks of confirmation of their role. 4. Continue to increase the reach and reporting of the online cultural awareness training to ensure organisational capacity for Indigenous participation is enhanced. Managers, Indigenous Development Manager July 2016 i. 200 existing key operation people to complete online cultural awareness training. ii. All new key operational people to complete the training. Manager Human Resources iv. Inclusion in the Personal Development Review process. Reporting to include rates of completion across the business and learning outcomes. Human Resources Team v. Report quarterly to the IAB on the increased usage of the program. 5. Acknowledgement of significant cultural events at a national and local (contract) level. Manager, Indigenous Development Manager and Advisors As required i. Every contract acknowledges two events per year. ii. Contract managers to ensure participation is reported in IPPs. One good news story produced for each event we participate in and distributed to community stakeholder. 6. Continue to acknowledge and celebrate significant Indigenous cultural events. Manager, Indigenous Development Manger and Advisors I. Celebrate NAIDOC Week and provide opportunities for employees to engage in NAIDOC Week activities. II. All corporate and regional office (eight) to host a NAIDOC Week event for employees in respective states and regions. III. To provide an information pack for 35 contracts to host or participate in local community or client NAIDOC week events. IV. Support an external NAIDOC event. 16 Transfield Services Reconciliation Action Plan

17 RESPECT Travelling the journey to recognition Transfield Services supported the Recognise Campaign by providing a company support vehicle on the Journey to Recognition Relay. The vehicle supports our safety culture by transporting food, drink, first aid and various other supplies for the walkers and riders of the relay. Most importantly it ensured the safety of the walk and riding participants from other road users. Transfield Services is proud to support the Recognise Campaign. The campaign is a chance for Australians to forge the next chapter of our nation s story together. Transfield Services support demonstrates we respect the right for Indigenous people to be recognised in the constitution, said Llewellyn Williams, Transfield Services Indigenous Development Manager. Transfield Services Reconciliation Action Plan

18 ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOME 7. Maintain a culturally safe workplace for Indigenous employees. December 2017 i. Incorporating questions about cultural safety into the Indigenous employee survey. June 2015 ii. Mentoring program actions detailed in site IPPs. June 2015 Develop in consultation with employees culturally safe toolbox talks to be rolled out at toolbox meetings. 8. Increase the awareness and compliance of our Cultural Heritage Management Guidelines and plan template.. Annual Six-monthly i. Review the Cultural Heritage Management Plan template. ii. Conduct a six-monthly audit of the business to review if a Cultural Heritage Management Plan is implemented in the business. Ensure that reference to cultural heritage management appears in every transition plan. Six-monthly iv. Provide six-monthly communication on the intranet to remind all employees about the Cultural Heritage Management Guidelines. 9. Continue to recognise Traditional Owners and custodians of the lands where we operate. Manager Corporate Affairs Annual Review i. Ensure Transfield Services Traditional Owner acknowledgement protocols are followed. As nominated ii. Perform Welcome to Country and Acknowledgment of Country at Transfield Services events: Annual General Meeting Major Indigenous events, and External conferences hosted by the company. 10. Celebrate the contribution our Indigenous employees make to our business. Manager Corporate Affairs December 2016 i. Scope the development of reward and recognition (awards) program to highlight the contribution of the Company s Indigenous employees. ii. Tell the story (four per year) of our Indigenous employee s contribution to our business through good news stories. 11. Continued support of the Journey to Recognition Relay through the provision of a vehicle at up to an annual cost of $10,000. Group As required i. Vehicle provided. ii. Promote the journey and our activities through four good news stories per year. Employees participate in any community events local to where we operate. 12. Subsidiaries commitments Easternwell A. Expand Indigenous cultural awareness in the business. Manager Well Servicing December 2016 As required i. Two senior managers to attend Cultural Awareness Training. ii. Undertake toolbox and online training options for all field and office employees. 18 Transfield Services Reconciliation Action Plan

19 ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOME Broadspectrum A. Expand Indigenous cultural awareness in the business. Operations September 2016 i. 80 per cent of employees to complete On Country Cultural Awareness Training. B. Celebrate NAIDOC and Reconciliation Week. C. Improve the understanding and cultural competencies of employees. December 2016 ii. Hold one NAIDOC event in the corporate office and integrate operations (e.g. ASC) each year. Senior managers to attend one of Transfield Services Cultural Awareness Training programs. ICD A. Improve the understanding and cultural awareness of employees. B. Acknowledge and celebrate the success of Indigenous people s cultural and history through celebrating their contribution to modern Australia. Chief Executive Officer i. Senior Managers to attend one of Transfield Services Cultural Awareness Training Programs. ii. Hold one NAIDOC event in the corporate office each year and continue to participate in relevant site events. APP A. Senior management team to attend cultural awareness training. Chief Executive Officer i. Ensure senior management team attendance per annum. B. Professional employees to attend half day cultural awareness training delivered by external programs. Recruitment Manager ii. 24 participants per annum. 13. Joint venture commitments Harbour City Ferries A. Commit to expose all employees to Cultural Awareness Training. Human Resources September 2015 i. Scope appropriate Cultural Awareness Training as a part of the Orientation and Service Transformation. December 2016 ii. Build an effective relationship with the Transfield Services IAB to source and/or conduct appropriate Cultural Awareness Training. B. Increase awareness and cultural exposure through our online website Beyond The Wharf: Ancestral Spirits. Human Resources September 2016 September 2015 iv. Survey its effectiveness and cultural change. Promote the Beyond the Wharf: Ancestral Spirits website to the wider community. C. Create a culturally safe workplace for all Indigenous employees. Human Resources June 2015 v. Continue to support the online website and its cultural contribution of awareness. vi. Continue to support our Aboriginal and Torres Strait Islander Support Network Group employees to raise any recommendations that could ensure a safe workplace for all employees. September 2015 vii. Consider Cultural Awareness Training as a part of professional development. D. Support participation and celebration of significant cultural events (e.g. NAIDOC and Reconciliation Week). Human Resources September 2015 v Develop an appropriate script for all employees to do an Acknowledgment of Country for special events and meetings. ix. Promote participation of cultural events for all employees. x. Scope appropriate partnerships to assist and celebrate cultural events. As required xi. Produce good news stories around cultural event participation and distribute to key stakeholders and other community organisations. Transfield Services Reconciliation Action Plan

20 OPPORTUNITIES OUR AIM Continue to increase the involvement of Indigenous people in the success and growth of our business. ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOMES 1. Increase the percentage of Indigenous employees at Transfield Services. Managing Director and Chief Executive Officer December 2018 i. Achieve target of 6.5 per cent. ii. Report quarterly to MD, IAB and RA number of Indigenous employees and level of entry. 2. Procurement team to identify how Indigenous businesses can better participate in our business. Executive Procurement September 2016 i. Increase Indigenous procurement to 2 per cent by 2018 as an interim target toward 3 per cent by December 2015 ii. Develop a Supplier Diversity Policy. December 2015 Develop and roll-out an internal communications plan articulating the business case. iv. Presentation by Supply Nation to one (per year) procurement meeting. v. Introduce Supply Nation certified suppliers to at least five areas within Transfield Services. 3. Identify a select group of major subcontractors that can support our employment target. Executive Procurement i. Identify four subcontractors annually that can participate. ii. Amend subcontractor agreements to include employment targets. Work with each subcontractor to support increased Indigenous employment. iv. Report annually on increased participation. 4. Establish Indigenous participation as a performance measure within the current performance development review process. Manager Human Resources April 2016 i. Indigenous participation established as a performance measure in all senior managers performance development reviews. 5. Increase engagement with recruitment team to improve recruitment process. Recruitment Six-monthly i. Recruitment team reports to IAB on: the process improvement to increase Indigenous employment, and report the percentage increase of Indigenous employees recruited through mainstream employment processes. Six-monthly ii. All new members of the recruitment team to view Culturally Sensitive Indigenous Recruitment DVD. Six-monthly Random audit of the recruitment team to ensure DVD has been viewed. 6. Build networks and establish formal internships with external career advisors to discuss career pathways for Indigenous students. December 2016 i. Report quarterly outcomes and progress to IAB. ii. Recruit 10 Indigenous interns into Transfield Services. 7. Enhance the career development and pathways for our current Indigenous employees. Human Resources September 2016 December 2016 i. Track, understand and report the career progress of Indigenous employees to the IAB. ii. Set training plans through the performance development review process. March 2017 Scope the targets that could be set to enhance career development and progression. 8. Invite all Transfield Services employees to participate in the diversity survey to determine current percentage of Indigenous employees. April 2016 April 2016 April 2016 i. Conduct survey in April ii. Report findings back to business through communication on Transnet. Provide feedback to IAB, RA and other key stakeholders. 20 Transfield Services Reconciliation Action Plan

21 OPPORTUNITIES Increasing our Indigenous employment In 2007, we commenced measuring our Indigenous employment numbers and identified that 2.2 per cent of our Australian workforce was Indigenous. In 2010 this figure had increased to 3.06 per cent and in 2013 we further increased our Indigenous workforce to 4.5 per cent. Our increased Indigenous employment is the result of: An Indigenous participation approach that not only supports new employment but works to improve the retention rate of Indigenous employees by creating a culturally safe work environment Percentage of Transfield Services Indigenous employees in Australia 6.5% An effective Cultural Learning Pathway model, and Continuous involvement and communication with Indigenous people, communities and organisations. Engaging with the local communities and creating and maintaining local relationships allow us to increase and retain our Indigenous employees and to also set a new and improved target of 6.5 per cent by 2018, said, Neil Birtchnell. 4.5% 3.06% 2.2% Transfield Services Reconciliation Action Plan

22 ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOMES 9. Conduct Indigenous employee interviews to understand any issues faced and develop improvement strategies. May 2015 and November 2016 May 2015 and November 2016 May 2015 and November 2016 i. Conduct interviews in May 2015 and November ii. Report findings back to IAB. Develop and implement an action plan based on interview feedback that supports Indigenous employees. 10. Continue to source the opportunities for our business to acquire or Joint Venture with an Indigenous business enterprise. Manager Services July 2016 September 2016 July 2018 i. Identify opportunities. ii. Scope opportunity with IAB. Hold IBA workshop to scope opportunities and beyond iv. Establish an enterprise. v. Grow an existing enterprise. 11. Work with clients to undertake targeted projects to embed Indigenous participation further into our business operations. Team May 2015 and November 2016 March 2017 December 2016 i. Interview Indigenous employees. ii. Conduct a meta-analysis of all interview and survey data from previous three years. Undertake benchmarking of client commitments to Indigenous participation. July 2016 iv. Create pre-employment checklist by sector and occupation that removes primary obstacles to employment. As required v. Undertake other specific employment projects such as Tindal Air Base employment opportunity. 12. Subsidiaries commitments Easternwell A. Develop the capabilities of local Indigenous enterprises. B. Undertake Indigenous only assessment centres to improve Indigenous employment within Easternwell. Manager Well Servicing i. Support one Indigenous not for profit or enterprise in every round of Easternwell community grants. ii. One Indigenous only assessment centre per year. Broadspectrum A. Provide Indigenous employment opportunities within the business. Operations June 2016 i. Increase current Indigenous employee level to 2 per cent by B. Support the development of Indigenous youth education programs. C. Develop relationship with recruitment agencies to assist in delivering employment objectives. ii. $20,000 sponsorship of Yalari per year over the next three years. Support the development and training of Indigenous students participating with Yalari through providing two work placement opportunities per year. September 2016 Integrate Support Agencies Complete Personnel and Maxima in operations employment programs. 22

23 ACTIONS RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOMES ICD A. Share the success of our business with Indigenous people and their communities through providing meaningful employment opportunities. Chief Executive Officer i. Attend the annual Indigenous Australian Engineering Summer School Networking Function. ii. Host one Indigenous Intern through external career advisors. Set an employment target. APP A. Continue to support and sponsor awards for outstanding academic achievement for Indigenous students in the engineering and built environment faculties. Recruitment i. Increase awards for Indigenous students from one university to three per annum. 13. Joint venture commitments Harbour City Ferries A. Increase current Indigenous employee level of 4 per cent. Human Resources i. Conduct a recruitment survey to scope and identify opportunities for Indigenous people to apply for positions. ii. Report back on the recruitment process to increase Indigenous employment. B. Create a career development pathways action plan for our current Indigenous employees to enhance their career progression. C. Identify appropriate key community organisations and/or events that will assist in promoting opportunities for Indigenous people to apply for job opportunities. Human Resources Human Resources June 2016 September 2016 September 2016 June 2016 September 2016 Conduct a feedback forum within the Aboriginal and Torres Strait Support Network Group to identify desire for career progression. iv. Identify the required skills for career progression and support Indigenous employees to access appropriate pathways for career progression. v. Report back on the recruitment process to increase Indigenous employment. vi. Attend cultural events to promote exposure of career opportunities within the organisation. vii. Identify career pathways and develop a promotional database to target prospective Indigenous employees. v Report back on the recruitment process to increase Indigenous employment. Life is better when you work. Transfield Services have helped me see that I can do something and be something something more than what whitefellas tell you that your worth more than some blackfellas tell you what your worth. I know now even after this job I can do something for myself and family (Indigenous employee, South Australia) 23

24 TRACKING AND REPORTING OUR AIM To increase the involvement of Indigenous people in the success and growth of Transfield Services business. ACTION RESPONSIBILITY TIMEFRAME MEASURABLE OUTCOMES 1. Review and monitor our progress toward meeting the stated measurable outcomes of our RAP by participating in Reconciliation Barometer Report and conducting RAP Impact Report. Biannually September Biennale i. Report to the IAB on a biannual basis and seek feedback on our progress towards meeting action items in RAP. ii. Report quarterly to IAB and receive endorsement. Report annually to RA our RAP Impact Measurement Report. iv. Participate in Reconciliation Barometer Report and add biennale to the timeframe. 2. Continually review the role and structure of the IAB to ensure it meets the objectives of the RAP and our business. i. Annual review of IAB. ii. Annual self-assessment conducted by members of the IAB. Implement improvement plan. 4. Redefine the role of the RISC to increase effectiveness at an operational level. Regional Indigenous Steering Committees i. Undertake a review to improve participation and compliance through increased accountability. ii. Quality reports shared with the RISC Chair. 5. IPPs have increased creditability and improved quality of set targets. Managers, relevant Contract Managers and i. External service provider to review findings from contract managers survey and report status of client s Indigenous participation approach. ii. Contract managers to ensure where Indigenous participation is identified as important to their client, an IPP is developed. review data from contract manager surveys to ensure IPPs are up to date. iv. Provide additional support from the business community investment group to identified sites. v. IPPs are established within the quality and audit framework. 6. Provision of performance reports to the Board, the HSEC Committee and the IAB. i. reports produced. 7. External Independent Audit of RAP. reviewed and reported i. Audit completed. 24

25 Transfield Services Reconciliation Action Plan

26 Questions and Answers 1. Why does Transfield Services have a RAP? 2. How did Transfield Services begin their RAP journey? 1. To help Aboriginal people get a chance, then its up to them to push themselves along in the job. Show that they can do it and it can be done. It s the only way they can make themselves proud. Lionel Dodd Indigenous Bus Driver, Light City Buses, South Australia We work with Indigenous people on their land right across the country and it is important that we earn their respect by making a strong and meaningful commitment to reconciliation. Derek Osborn Executive, Logistics and Facilities Management 2. It was important to have the right conversations with the right people, and educate everyone on the why by ensuring cultural awareness. The RAP needed to be built into the organisation. We did this by communicating our purpose from the top down with diverse champions driving our RAP. Kim Bridge Indigenous Advisory Board Member 3. Why would Transfield Services set a higher target than its current rate of Indigenous employment of 4.5 per cent when Australia s current Indigenous population is only 3 per cent? We started with a dedicated and committed team. The RAP was right for our business and the correct step forward in bridging the gap. Success needed to be measured to show progressive change for a brighter future for our employees and the community. Neil Birtchnell, 3. While only three per cent of our population, Australia s First People are disproportionately disadvantaged. Bringing more than a representative number into our workforce is our best contribution to addressing such disadvantage further. We also work in areas where Indigenous representation in the community is higher than the national average. Graeme Hunt Managing Director and Chief Executive Officer 4. Is your RAP a token document, how do you operationalise this document? 5. How can I contribute to our RAP? 6. Where are Indigenous people employed at Transfield Services? 4. We never wanted our RAP to be tokenistic. It was a set of actions we could, should and will take to strengthen reconciliation. That s why we hold ourselves accountable to our commitments. Neil Birtchnell, 5. Community engagement is where the opportunity has the most visible effect. Seeking out local Indigenous organisations and traditional owners, work place visits, employment and respect for culture is where we can have the strongest individual and community impact. Murray Websdale Estate Maintenance and Operations Services Manager, RAAF East Sale I can contribute by understanding the intent, content and activities within the RAP to deliver Transfield Services engagement strategy for Indigenous Australia. My contribution will not only be through support and participation, but also by leading and driving a cultural consistency across the business. Leah Gabolinscy Executive, Care and Welfare 6. We have the greatest opportunity to employ Indigenous people in both trade and non-trade areas of our business. They are employed across all industries that we operate in, with the opportunity to progress in supervisory and middle management roles. Llewellyn Williams Indigenous Development Manager 26 Transfield Services Reconciliation Action Plan

27 7. How can you support local Indigenous business by supplying goods and services to your contract? 8. How does the RAP relate to me? 7. Transfield Services actively works with Supply Nation and Indigenous Business Councils to identify local Indigenous-owned businesses to supply goods and services to contracts. We consult the Diverse Suppliers listing of Supply Nation s certified Indigenous businesses. Sonny McFetridge, Commercial 8. The RAP outlines the objectives we will take to increase Indigenous participation within Transfield Services. I can use the RAP objectives as a guideline to embed Indigenous participation and provide operational support into the contracts, sites and Regional Indigenous Steering Committee. Gina Ramsay Indigenous Advisor, Queensland As managers we are constantly prioritising the many operational and business demands that are required to ensure we deliver the expected services. The RAP sets strategies and targets which assist in ensuring important Indigenous requirements are tracked and met. Colin Smith Contract Manager, ASC Operations 9. What exactly are the Transfield Services targets? Do you have targets by industry? 9. Yes we have a set of targets. Each contract generally operates in a specific industry and set their own targets that they believe are achievable based on how many employees are engaged on each contract and the size of the available Indigenous workforce in their region. Steven Adams Indigenous Engagement Advisor, New South Wales 10. Who oversees the Transfield Services RAP to ensure the objectives are completed? 11. What has been your biggest challenge along the way? Targets are set on a contract by contract basis depending on the opportunities. Some contracts have contractual obligations set by their client and targets are incorporated into their site plans. Bill Sankey Group Manager, Human Resources, Easternwell 10. We have a small dedicated Indigenous team working closely with all parts of the business to support the actions taken by our managers, and the senior executives review progress against agreed objectives. The Health, Safety, Environment and Community Committee of the Board is involved in agreeing goals and then in reviewing outcomes twice each year. Additionally, we have an independent Indigenous Advisory Board providing valuable input and review to the RAP. Dean Pritchard Non-executive Director, and Chair of the Health, Safety, Environment and Community Committee 11. Helping people to look, and go beyond their preconceived ideas to embrace what is a great initiative that should become business as usual. Richard Nedov Executive, Operations and Maintenance 12. What happens if actions aren t met? 12. We hold ourselves to account, both externally and internally against objectives in order to drive our business. When these targets are not met, it provides an opportunity to reflect and then address the changes that need to be made. Angelo De Angelis, Industrial Maintenance East Transfield Services Reconciliation Action Plan

28 Special thanks in the design of this Reconciliation Action Plan goes to: Immanuel College staff and students for creating the cover artwork in collaboration with Aboriginal Contemporary Arts artist, Allan Sumner Print Junction, a Supply Nation certified supplier for providing the printing services, and Yeena Kirkbright, Transfield Services Graphic Designer, who is a proud woman of the Wiradjuri nation. Scan here for more information about Transfield Services Indigenous Participation Approach transfieldservices.com