Reconciliation Action Plan

Transcription

1 D MECHANICS on Australia s logo represents our organisation s brand essence a strong and liation journey. ence of the RAP program strongly reflects Reconciliation Australia s corporate Reconciliation Action Plan tion Action Plan (RAP) logos sely correspond with Reconciliation Australia s logo and the RAP framework. These are te the RAP program and for endorsed RAP partners to showcase their commitment to July July 2019 logos must be placed on the front cover of a RAP document. g logos will be provided to RAP partners during final stages of RAP endorsement to be nto the final RAP design. The final designed RAP must be approved by Reconciliation to finalisation.

2 Dennis Golding, Artist About the artist Dennis Golding is a Sydney based artist experienced in painting, installation, sculpture and graphic design. Dennis was born in Sydney and spent most of his childhood in the Redfern Aboriginal Community surrounded by family, art and culture. His urban upbringing and cultural heritage have heavily influenced his creative practice. One of the key actions of our Reconciliation Action Plan (RAP) was to commission a piece of artwork representative of Sydney Motorway Corporation (SMC) to use in our RAP and display in our head office. Dennis is currently studying a Bachelor of Fine Arts at the University of New South Wales while undertaking private and public commissions and working with Aboriginal youth on community art projects. The story of Pathways Dennis Golding, 2017 The artwork is a representation of SMC and its our connection to the traditional lands and waters on which we work and operate. The artwork highlights SMC s connection with local Aboriginal communities and members who all work, share and learn from each other to acknowledge the history and traditional custodianship of country. The artwork uses many techniques and cultural symbols such as circular and dotted imagery to recognise meeting places, people, pathways and songlines. Through a conceptual process, the artwork also depicts the Sydney coastal lines and inland roadways to identify some of Sydney s most significant pathways such as Parramatta Road, Canterbury Road, which were formed by Aboriginal people.

3 Our vision is for a society in which Aboriginal and Torres Strait Islander people are able to participate equally in all life opportunities free from discrimination. Welcome to ur RAP Our vision Our vision for reconciliation is one in which Aboriginal and Torres Strait Islander peoples rich culture and heritage are accepted, acknowledged and celebrated by all Australians. Our vision is for a society in which Aboriginal and Torres Strait Islander people are able to participate equally in all life opportunities free from discrimination. Our business At SMC we finance, plan, deliver and operate major infrastructure solutions to support Sydney s long-term economic and population growth. Our current focus is the WestConnex motorway, Australia s largest transport infrastructure project. WestConnex involves widening and extending the M4, duplicating the M5 East and joining them together to form a continuous, 33-kilometre bypass of Sydney s CBD. It encompasses the Sydney metropolitan and Greater Western Sydney areas. SMC and its subsidiaries currently (as at September 2017) employ 141 permanent full-time staff and 90 contract staff and secondees. SMC and its subsidiaries will be covered by this RAP. Our Head Office is located in the Sydney CBD and we have WestConnex project site offices at Silverwater, Burwood, Mascot and Rozelle We actively participate in a number of initiatives to increase Aboriginal participation as employees, suppliers and contractors within our business. As we currently have only one member of staff who identifies as Aboriginal we have invited three external representatives - the CEO of NSW Indigenous Chamber of Commerce, Manager Aboriginal Employment RMS and the President of NSW Aboriginal Education Consultative Committee - to sit on our RAP Advisory Committee (RAC). We also partner with community groups, sporting organisations and schools to deliver programs aimed at providing health, education and well-being skills to Aboriginal or Torres Strait Islander youth and long-term unemployed. 3

4 Message from Rec nciliation Australia Karen Mundine Chief Executive Officer Reconciliation Australia congratulates Sydney Motorway Corporation (SMC) on developing its first Reconciliation Action Plan (RAP). By adopting an Innovate RAP, SMC demonstrates its readiness to develop and test innovative approaches to reconciliation, and champion reconciliation at every level of the organisation. Its commitments in this RAP see it well placed to achieve progress across the key pillars of reconciliation relationships, respect and opportunities. SMC understands the importance of building and maintaining meaningful, respectful relationships with Aboriginal and Torres Strait Islander peoples and organisations in order to achieve mutually beneficial outcomes. It displays this commitment through its actionable goal to promote national reconciliation campaigns such as National Reconciliation Week (NRW) on an internal and external level. Respect and understanding for Aboriginal and Torres Strait Islander peoples, histories and cultures is key to SMC s core values. It champions these values by committing to work collaboratively with Traditional Owners to provide cultural awareness training to all staff. SMC is committed to driving reconciliation through developing employment and training opportunities for Aboriginal and Torres Strait Islander peoples. It demonstrates this through its target to form relationships with specialist Aboriginal and Torres Strait Islander recruitment agencies to advertise vacancies within the organisation. On behalf of Reconciliation Australia, I commend SMC on its inaugural RAP, and look forward to following its continued reconciliation journey. Karen Mundine Chief Executive Officer Reconciliation Australia 4

5 ur RAP Our RAP journey Our strategy outlines our approach across four key focus areas: SMC is developing this RAP as part of our broader strategy for the Aboriginal and Torres Strait Islander communities we are employment providing opportunities for fulfilling and sustainable jobs Being part of the RAP program will help SMC deliver on its commitment to implement and measure practical actions that build respectful relationships and create opportunities for Aboriginal education, training and skills is just beginning. through capacity building Our aim is to support and help build culture also connect us with other corporate and strong Aboriginal communities in which identifying opportunities to acknowledge and celebrate government agencies that are working Aboriginal people actively influence and Aboriginal cultures and heritage through our projects toward reconciliation. support Aboriginal and Torres Strait Islander businesses creating opportunities for economic empowerment by supporting strong Aboriginal and Torres Strait Islander businesses working in. It is fair to say our RAP journey fully participate in social, economic and cultural life by maximising equitable education and employment opportunities for Aboriginal and Torres Strait Islander and Torres Strait Islander people in the communities we are working in. It will people. 5

6 Message from ur CEO Dennis Cliche Chief Executive Officer SMC acknowledges and respects the unique and enduring connection that Australia s First People have to this land and its waters. We acknowledge the Traditional Owners and we pay our respects to Elders past, present and future. At SMC we aren t just building infrastructure. Through our projects we are connecting people and investing in communities. We are committed to building strong, respectful relationships with the Aboriginal and Torres Strait Islander communities in which we work. We recognise that true reconciliation cannot be achieved without equality and that significant disparities continue to exist for Aboriginal and Torres Strait Islander people in the key areas of employment, education and health. I am proud to introduce SMC s first Reconciliation Action Plan and look forward to sharing our journey with our many stakeholders. Maximising equitable training and employment opportunities is one of SMC s sustainability objectives. With the highest number of Aboriginal people in Australia residing in New South Wales, SMC is well placed to provide opportunities for education and training and invest in initiatives that directly address some of the barriers to employment. Through our projects we will celebrate and acknowledge the rich heritage of the land we are sharing. Our Innovate RAP is our framework for implementing and measuring practical actions that build respectful relationships and create opportunities for Aboriginal and Torres Strait Islander peoples. I urge our employees, contractors and suppliers to read, consider and engage in the principles of this RAP to ensure that we deliver against our commitments. Dennis Cliche Chief Executive Officer Sydney Motorway Corporation 6

7 ur internal RAP champions Our RAP Working Group (RWG) is made up of representatives from each of our business units and will be championed by our CEO and executive team. To ensure the representation of Aboriginal and Torres Strait Islander peoples on our RWG at least one or more Aboriginal and Torres Strait Islander people/s will always be present at working group meetings (RWG). Our RAP Advisory Committee (RAC) is made up of Aboriginal and Torres Strait Islander members and will be invited to attend all RWG Meetings (in the absence of Aboriginal and Torres Strait Islander RWG members). Aboriginal and Torres Strait Islander employees of Sydney Motorway Corporation will also be invited to join the RWG. SMC Business Unit New M4 (M4 East) New M5 M4-M5 Link Human Resources Sustainability Procurement Finance and Legal Communications Office Management Executive Representative Senior Environmental Coordinator Indigenous and Social Inclusion Manager Contract Officer Director HR and Services / HR Manager Procurement and Contracts Coordinator Legal Advisor /Community Programs and Partnerships Manager Manager Business Administration Systems Chief Executive Officer Representation from our Aboriginal and Torres Strait Islander community SMC has established a RAP Advisory Committee made up of members that represent the Aboriginal communities we are working in and hold experience in one or more of our four key focus areas. The panel members will provide invaluable input into our RAP and community investment programs going forward. 7

8 Relationships We recognise that building strong relationships between the broader Australian community and Australia s First Peoples is at the heart of true reconciliation. We are committed to connecting communities through developing and maintaining strong relationships based on trust and respect and exploring opportunities for greater participation in the Aboriginal and Torres Strait Islander communities we are working in. Our engagement with communities will be guided by our RAP Advisory Committee with the aim of building on existing community governance structures (strengths) and improving collaboration to achieve sustainable outcomes. Action 1. Target / Deliverable Timeline Responsibility RAP Working Group (RWG) actively monitors RAP development and implementation of actions, tracking progress and reporting. Action 2. RAC of Aboriginal and Torres Strait Islander stakeholders provides advice and guidance in relation to implementation of RAP. 1.1 RWG oversees the development, endorsement and launch of our RAP. July Establish Terms of Reference for the RWG. July Ensure Aboriginal and Torres Strait Islander peoples are represented on July 2017 the RWG. 1.4 RWG meet quarterly to monitor and report on RAP implementation. August, November, February, May 2017, 2018, RAC of Aboriginal and Torres Strait Islander stakeholders provides advice and July 2017 guidance on RAP progress and engagement with communities. 2.2 Establish Terms of Reference for the RAC. July RAC attend quarterly RWG meetings to monitor implementation of the RAP. June

9 Action 3. Build relationships with Aboriginal and Torres Strait Islander peoples and organisations in the communities we are working in by participating in National Reconciliation Week (NRW). 3.1 Hold internal events for NRW at Head Office and each of our project offices and register them via Reconciliation Australia s NRW website. We will promote the events internally at each office. 3.2 Invite Aboriginal and Torres Strait Islander peoples to share their reconciliation experiences or stories at these events. 3.3 Encourage staff to participate in external events to recognise and celebrate NRW in the communities we are working in. 3.4 Make Reconciliation Australia s NRW resources available to staff via our intranet. 27 May- 3 June 2018, May- 3 June, 2018, May- 3 June, 2018, May- 3 June, 2018, Support external NRW events by promoting them through an internal comms plan, including the intranet. 27 May- 3 June, 2018, RWG members attend an external event in the communities we are working in to recognise and celebrate NRW. 27 May- 3 June, 2018, 2019 Action 4. Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander people, communities and organisations to support positive outcomes. 4.1 Develop a list of Aboriginal and Torres Strait Islander organisations and stakeholders in the communities we are working in with input from our RAC. 4.2 Meet with local Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement. 4.3 Develop and implement an engagement plan to work with our Aboriginal and Torres Strait Islander stakeholders as part of our Aboriginal and Torres Strait Islander Investment Strategy. December 2017 December 2017 December 2017 Action 5. Raise internal and external awareness of our RAP to promote reconciliation across our business and sector. 5.1 Develop and implement a strategy to communicate our RAP to all internal and external stakeholders. 5.2 Promote reconciliation through ongoing active engagement with all stakeholders outlined in our engagement plan as part of our Aboriginal and Torres Strait Islander Investment Strategy. September 2017 June

10 Respect Understanding and valuing the unique and rich cultures and histories of Australia s First Peoples is key to improving understanding and acceptance and reinforces our belief that cultural diversity makes us stronger. We acknowledge that we are building and operating on traditional lands and will ensure our staff understand and respect the unique and enduring connection Aboriginal and Torres Strait Islander peoples have to country. We are committed to providing cultural awareness training to our staff to increase levels of understanding and respect and ensure that we provide a culturally-safe environment for our employees and the communities we are working in. We will acknowledge and participate in NAIDOC Week and explore opportunities to highlight and celebrate culture through our projects. Action 6. Target / Deliverable Timeline Responsibility Develop and implement an Aboriginal and Torres Strait Islander cultural awareness training strategy for our staff which defines cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided (online, face-toface workshops or cultural immersion). 6.1 Develop an Aboriginal and Torres Strait Islander cultural training strategy November 2017 Director Human Resources document. 6.2 Provide cultural awareness training to all staff as part of our broader January 2018 Director Human Resources Aboriginal and Torres Strait Islander Investment Strategy. 6.3 Work with local Traditional Owners and/or Aboriginal and Torres Strait January 2018 Director Human Resources Islander consultants to provide cultural awareness training for all staff. 6.4 Investigate local cultural experiences and immersion opportunities across our January 2018 Director Human Resources project sites. 6.5 Promote Reconciliation Australia s Share Our Pride online tool to all staff. June 2017 Strategic Communication 6.6 Ensure RWG members, RAP champions, HR managers and other key leadership staff participate in and encourage cultural awareness training. January 2018 Director Human Resources 10

11 Action 7. Target / Deliverable Timeline Responsibility Engage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols, such as Welcome to Country and Acknowledgement of Country, to ensure there is a shared meaning. 7.1 Develop, implement and communicate a cultural protocol document for Welcome to Country and Acknowledgement of Country which will be made available to all staff via our intranet. 7.2 Develop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships. 7.3 Invite a Traditional Owner to provide a Welcome to Country at significant events, including National Reconciliation Week and NAIDOC Week. 7.4 Include an Acknowledgement of Country at the commencement of all important internal and external meetings. July 2017 July 2017 June 2017 July Encourage staff to include an Acknowledgement of Country at the commencement of all meetings. July Invite Traditional Owners into our office to explain the significance of Welcome to Country and Acknowledgement of Country (during National Reconciliation Week and NAIDOC Week). June 2017, 2018 July 2017, 2018 Action 8. Provide opportunities for Aboriginal and Torres Strait Islander staff to engage with their culture and communities by celebrating NAIDOC Week. 8.1 Amend our Leave Management Policy to ensure there are no barriers to our staff participating in NAIDOC Week. 8.2 Hold internal events at each of our project sites to celebrate NAIDOC Week. Events will be organised in consultation with Aboriginal and Torres Strait Islander stakeholders. January 2018 July 2017, 2018 Director Human Resources Action 9. Target / Deliverable Timeline Responsibility Acknowledge the Traditional Owners of the Aboriginal communities we are operating in. 9.1 Commission a piece of artwork representative of SMC and its projects July 2017 (Aboriginal artist). This artwork will be displayed in our RAP and at our head office. 9.2 Develop a map of the Aboriginal and Torres Strait Islander communities in which we operate highlighting sites of significance. January Name meeting rooms in our head office in local Aboriginal and Torres Strait July 2017 Manager Business Administration Islander languages where appropriate. 9.4 Organise and display an Acknowledgment of Country plaque at our head office. July 2017 Manager Business Administration 11

12 Opportunities SMC s Aboriginal and Torres Strait Islander Investment Strategy is focused on providing opportunities for employment, education, business participation and acknowledging and celebrating culture in the communities we are working in. Maximising equitable training and employment opportunities for Aboriginal and Torres Strait Islander people is one of our sustainability objectives. We will provide governance and oversight across each of our projects to ensure they are complying with the Aboriginal Participation in Construction Policy 2015 (APIC) or the Aboriginal Participation in Construction Guidelines Action 10. Target / Deliverable Timeline Responsibility Investigate opportunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within our workplace Collect information from current Aboriginal and Torres Strait Islander staff to inform professional development and future opportunities Encourage all new staff (including contractors and secondees employed in ongoing SMC roles) to advise if they identify as Aboriginal or Torres Strait Islander as part of the recruitment process Develop and implement an Aboriginal and Torres Strait Islander employment and retention strategy. Our RAC will review and endorse this strategy. June 2017 June 2017 January 2018 Director Human Resources Director Human Resources Director Human Resources 10.4 Engage with existing Aboriginal and Torres Strait Islander staff to consult on employment strategies, including professional development. January 2018 Director Human Resources 10.5 Form relationships with specialist Aboriginal recruitment agencies who will advertise through their media channels on our behalf. September 2017 Director Human Resources 10.6 Review HR and recruitment procedures and policies to ensure there are no barriers to Aboriginal and Torres Strait Islander employees and future applicants participating in our workplace. September 2017 Director Human Resources 10.7 Include in all job advertisements, Aboriginal and Torres Strait Islander people are encouraged to apply. September 2017 Director Human Resources (permanent roles) Procurement and Contracts Coordinator (contract roles) 12

13 Action 11. Target / Deliverable Timeline Responsibility Investigate opportunities to incorporate Aboriginal and Torres Strait Islander supplier diversity within our organisation Review and update our procurement policies and procedures to ensure there are no barriers for procuring goods and services from Aboriginal and Torres Strait Islander businesses Review, develop and communicate to staff a list of Aboriginal and Torres Strait Islander businesses that can be used to procure goods and services. December 2017 September 2017 Procurement and Contracts Coordinator Procurement and Contracts Coordinator 11.3 Develop at least one commercial relationship with an Aboriginal and/or December 2017 Procurement and Contracts Torres Strait Islander owned-business. Coordinator 11.4 Investigate Supply Nation membership. December 2017 Procurement and Contracts Coordinator 11.5 Investigate opportunities to partner with our local Indigenous Chamber of Commerce. June 2017 Action Partner with CareerTrackers to provide internship opportunities for Aboriginal December 2017 Director Human Resources Provide internship opportunities for Aboriginal and Torres Strait Islander university students. and Torres Strait Islander students. Action 13. Target / Deliverable Timeline Responsibility Provide governance and oversight over the projects we deliver to ensure compliance with Aboriginal Construction in Participation Policy 2015 or Aboriginal Participation in Construction Guidelines 2007 under: 13.1 Monitor employment and spend with Aboriginal businesses across our projects on a quarterly basis Provide additional incentives to the contractors delivering our projects to increase training and employment opportunities for Aboriginal and Torres Strait Islander people through the WestConnex Skills and Employment Framework. September 2017 September 2017 Employment Procurement 13

14 Governance, tracking progress and reporting Action 14. Target / Deliverable Timeline Responsibility Report RAP achievements, challenges and learnings to Reconciliation Australia Complete and submit the RAP Impact Measurement Questionnaire to 30 September Reconciliation Australia annually. 2018, Investigate participating in the RAP Barometer. May Develop and implement systems and capability needs to track, measure and report on RAP activities. September 2017 Action 15. Target / Deliverable Timeline Responsibility Report RAP achievements, challenges and learnings internally and externally Publicly report our RAP achievements, challenges and learnings in our Annual Report. June 2018, 2019 Action Liaise with Reconciliation Australia to develop a new RAP based on learnings, November 2018 Review, refresh and challenges and achievements. update RAP Send draft RAP to Reconciliation Australia for review and feedback. January Submit draft RAP to Reconciliation Australia for formal endorsement. June

15 Smoking ceremony at Kingsgrove site 15

16 Contact details for public enquiries about our RAP Asha Gajadhar Indigenous and Social Inclusion Manager *This work is copyright. Apart from the uses permitted under the Copyright Act 1968, no reproduction of this image (in full or in part) is authorised without the consent of the Artist and Sydney Motorway Corporation.