Artwork commissioned by Lyn Walker Kunpu Kutju (strong one) 2012 Tjukurrpa (Aboriginal dreaming and World View): People, land and spirit are all one

Transcription

1 RECONCILIATION ACTION PLAN

2 2 THIESS RECONCILIATION ACTION PLAN Artwork commissioned by Lyn Walker Kunpu Kutju (strong one) 2012 Tjukurrpa (Aboriginal dreaming and World View): People, land and spirit are all one

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4 Reconciliation Australia s Message Reconciliation Australia would like to congratulate Thiess on launching its first Reconciliation Action Plan (RAP). The RAP is an important framework that improves relationships and provides opportunities for the Aboriginal and Torres Strait Islander communities. Within your workforce your RAP will have a positive impact on staff across the whole organisation and it will also contribute to enhancing and expanding Thiess employment and training programs. The RAP for Thiess builds on existing successful initiatives and includes a comprehensive approach in supporting Thiess aims in employment and business development. Through the RAP program Thiess will focus on building strategic partnerships, expanding pre-employment programs, engaging with the Indigenous community and offering Indigenous employment opportunities. I look forward to seeing Thiess outcomes of reconciliation, through the introduction of your RAP, and wish you the best on your reconciliation journey. Leah Armstrong Chief Executive Officer Reconciliation Australia 4 THIESS RECONCILIATION ACTION PLAN

5 INTRODUCTION FROm BRUCE MUNRO We have developed the Thiess Reconciliation Action Plan (RAP) as part of our ongoing commitment to workplace diversity and to formalise our support for Aboriginal and Torres Strait Islander people. Across the country, Thiess is recognised for its award-winning apprenticeship programs, government partnerships and schoolbased initiatives. We are delivering innovative recruitment and employee engagement programs that contribute to building vital skills and a more sustainable future for all Australians. The Thiess RAP will extend these excellent efforts to a wider, non-traditional demographic including Aboriginal and Torres Strait Islander people. Indigenous Australians are an important part of our workforce and we want to do more to ensure they receive a fair go. Providing Aboriginal and Torres Strait Islander people with opportunities to develop their skills, gain employment and build life-long careers is an important part of how we do business. We believe we can help close the gap between Indigenous and non-indigenous communities by creating social, employment and business opportunities. Our cultural awareness training and employment programs demonstrate our commitment to the Australian Employment Covenant of having Indigenous people make up 2.5 per cent of our Australian workforce by We plan to increase our Indigenous apprentice intake every year, and aim to have at least 25 per cent of our apprentices come from an Indigenous background by The Thiess RAP focuses on building relationships, fostering a greater respect, and creating real and meaningful opportunities for all Aboriginal and Torres Strait Islander people. Our approach has been to start with broad, collective targets and then provide the opportunity for our business units to identify key performance indicators specific to their needs. As a formal mechanism to channel and coordinate our efforts, the RAP allows us to build on existing work and coordinate a whole-of-thiess approach. Through the achievements of the RAP targets, we can be confident our good intentions will be real actions that make a difference for all Thiess employees and for the communities in which we live and work. I am committed to the Thiess RAP journey and look forward to providing updates on our progress and achievements. Bruce Munro Managing Director Thiess Pty Ltd 5

6 ABOUT THIESS Thiess is proud to be one of Australia s leading construction, mining and services contractors. What sets us apart is our people and how we deliver our projects. Our success is based on the diverse backgrounds and breadth of our people s skills and experience. Our company was founded in 1934 by a band of Queensland-based brothers who literally moved mountains and broke new ground. Today, we play a pivotal role in building vital infrastructure, delivering for the country s resources sector and providing essential services for our communities. Our rich history and pioneering spirit continue to lay a strong foundation for our future. Our vision, Creating a brighter future, together, is a message to our employees, clients and industries that we are more than a collection of projects and contracts. Our work delivers sustainable benefits for generations to come. We currently have a workforce of about 11,500 employees across Australia. We strive for excellence in our workforce, community relations, environmental management, workplace health and safety, and financial performance. This is how we create rewarding careers for our people and value for our clients and partners, contributing to a strong, competitive and sustainable company. With projects spanning regional and remote areas of Australia, we regard it as our responsibility to play our part in addressing the current disadvantage and inequity of Aboriginal and Torres Strait Islander people. We understand the complex challenges and are committed to making a difference. 6 THIESS RECONCILIATION ACTION PLAN

7 Enriching the lives of our employees, stakeholders and Aboriginal and Torres Strait Islander people by continuing to grow genuine partnerships. We envisage a brighter future, founded on an enduring culture of valuing diversity and mutual respect. THIESS RECONCILIATION ACTION PLAN 7

8 THE THIESS RAP Thiess inaugural RAP builds on the good work we ve done. It provides a clear vision and structured governance framework that connects our programs, cultural awareness and community engagement activities to achieve maximum impact. We have outlined activities, targets and time frames within each of these core areas, which we believe will make a difference. The Thiess RAP is a three-year phased plan that includes: Our RAP maximises engagement, creates mutual opportunities and fosters goodwill and commitment. Realistic, pragmatic and achievable, it has been designed to: PHASE ONE Raising awareness and setting a baseline PHASE TWO Delivering on our actions and expanding our goals PHASE THREE Consolidating our achievements and ensuring we have a sustainable, future-focused approach. We commit to providing up-to-date and clear communication regarding our progress against the targets and actions in this RAP. This will include annual progress updates to Reconciliation Australia and reporting on our achievements in the Thiess Sustainability Report. 8 THIESS RECONCILIATION ACTION PLAN

9 OUR RAP JOURNEY We started our RAP journey in early 2012, when Managing Director Bruce Munro lodged a Statement of Commitment with Reconciliation Australia. Thiess RAP Committee was formed to develop this RAP in consultation with internal and external stakeholders. The RAP Committee included representatives from each of Thiess Business Units, the Group Human Resources team, Aboriginal employees and two highly-regarded Aboriginal Elders. In June 2012, we audited all the current activities across Thiess which focused on Indigenous and Aboriginal and Torres Strait Islander people. We were overwhelmed by the strong commitment of our people and the breadth of existing programs and initiatives that included: The award-winning Thiess Pre-employment Program: a 20-week mentoring and homestay program for Aboriginal and Torres Strait Islander youth from 17 years of age to prepare them for our traineeship and apprenticeship schemes Successful and ongoing undergraduate internship program, scholarship and traineeship programs in partnership with education providers Commitment of resources to Career Expos, engineering summer schools and links with Indigenous recruitment and training organisations to provide practical support, advice and entry to training and employment for young people, and Thiess Care Program, which includes an Indigenous Engagement Program to foster genuine engagement, and funding for partnerships, charitable donations, in-kind support and other assistance. We are excited by the opportunity to learn from and build on these initiatives. The diversity program Women in Hard Hats : first conducted in 2010, this 12-month program trains Indigenous women to work on site and operate machinery. The program encompasses preemployment, on-the-job training and ongoing mentoring and support THIESS RECONCILIATION ACTION PLAN 9

10 living our vision We believe that having a diverse workforce one that can provide all employees with opportunities to develop their skills, gain meaningful employment and build life-long careers is an important part of how we do business. It is about ensuring that everyone has a voice and that these voices influence the decisions we make. For many years we have been implementing a suite of programs which contribute to our commitment to closing the gap. Our RAP is the next step in formalising our commitment and coordinates our efforts to contribute to a sustainable future for Aboriginal and Torres Strait Islander people. Thiess has been actively engaged in driving opportunities for Aboriginal and Torres Strait Islander people for many years. We have established practices that genuinely engage and empower Traditional Owners and Elders. The aim is to jointly develop programs that meet the needs of their communities and establish partnerships that encourage participation. While good progress has been made, we recognise the need to do more. The process of developing this RAP has reinforced the need for targets and strengthened our resolve to achieve them. The Thiess RAP outlines our specific targets, and provides a clear direction and a focus on mutually-beneficial outcomes, including: 1. Building strategic procurement partnerships and supporting the growth of Indigenous business 2. Expanding our pre-employment programs and supporting the growth of Indigenous talent across our business 3. Proactively engaging with Elders to understand opportunities for making a real difference in the community 4. Growing Indigenous employment opportunities in our mining, construction and services businesses 5. Integrating Indigenous learning and culture into our leadership development programs 6. Expanding opportunities for employees to participate in, and support, Indigenous communities We have allocated resources, including a recently-appointed Group Manager, Diversity and our Indigenous Affairs Manager, to drive our cultural awareness programs across our business units. Under the direction of the RAP committee and working groups, we will create a supportive, inclusive environment for our existing employees, new recruits and the community. 10 THIESS RECONCILIATION ACTION PLAN

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12 We believe in fostering authentic, long-term relationships with Aboriginal and Torres Strait Islander people in the communities in which we operate. We will continue to deliver our cultural awareness programs and work in partnership with communities to develop and implement programs that meet their needs. ACTION RESPONSIBILITY TIMELINE TARGET Launch and celebrate the RAP through a series of events (over a one-week period) at key sites in partnership with local Indigenous stakeholders RAP Committee April 2013 RAP launched at key Thiess operations with Traditional Owners by April 2013 A video recording of the launch events to be made available to all staff via the Thiess Intranet and external stakeholders via the Thiess website Make the Thiess RAP available to all employees and the public via the Thiess website and the Reconciliation Australia website Strategic Communication January 2013 Thiess RAP published on Thiess website and staff Intranet by January 2013 Details of RAP activities and commitment communicated internally and externally Develop an interactive map of the Indigenous communities in which we operate Business Unit Diversity Officers April 2013 April 2013 Diversity officers from each Business Unit to work together to create a map of all the Indigenous communities that Thiess operates in Communicate this map and provide the information to Indigenous Employment Manager, Manager Indigenous Affairs and L&D Managers to ensure the information is embedded in current and future programs Raise awareness, and communicate the importance, of an Acknowledgement of Country for any major public event, speech or presentation where Thiess has a presence Strategic Communication December 2012 Work with Strategic Communication to build Acknowledgement of Country into every event where Thiess has a presence In the creation of speeches, agendas and formal openings ensure that time is taken to acknowledge country at the beginning of the opening statement 12

13 ACTION RESPONSIBILITY TIMELINE TARGET Form a Thiess RAP Working Group, comprising Indigenous and non-indigenous employees and stakeholders to support the delivery and embedding of the RAP RAP Committee April 2013 RAP Working Group to comprise 25 per cent Indigenous employees, 75 per cent non-indigenous employees to ensure adequate resources are in place to achieve the actions outlined in this RAP Develop and implement a communications strategy across Thiess to: 1. Inform employees regarding the RAP goals and gain their commitment to supporting those goals 2. Define the role employees can play in delivering the RAP RAP Working Group February 2013 March 2013 June 2014 Complete communications plan with clear actions and measurable targets by February 2013 All Thiess employees have received material 50 per cent of employees to have participated in face-to-face or online training which outlines the RAP goals Implement frequent and ongoing communication activities to promote visibility and awareness of the RAP goals (internally and externally) Engage local/regionallybased Indigenous people/ organisations and support in a culturally-appropriate manner via the Thiess Care Program e.g. schools, business or representative groups to promote authentic and local engagement RAP Working Group and Strategic Communication December 2014 December 2015 Implement social responsibility activities as part of the Thiess CSR framework Care Program Celebrate and support significant Aboriginal and Torres Strait Islander cultural events such as National Reconciliation Week, NAIDOC Week and National Aboriginal and Torres Strait Islander Children s Day Executive General Managers and General Managers Distribute communications materials to inform employees of upcoming cultural events Each Business Unit and Project Team to celebrate and advise RAP Committee of at least one event in each location where Thiess has a presence Schedule annual timetable of events 13

14 We acknowledge and value Aboriginal and Torres Strait Islander peoples strong heritage and deep connection to country. We will respect this connection and heritage through our processes and practices by working collaboratively with Traditional Owners when undertaking activities that impact traditional lands and customs. We will provide opportunities for our employees to gain an understanding of, and greater respect for, Aboriginal and Torres Strait Islander people and their culture. ACTION RESPONSIBILITY TIMELINE TARGET Thiess leaders in each Business Unit to attend significant cultural events such as Garma Festival and NAIDOC Week each year Executive General Managers RAP Committee August 2013 August 2014 August 2015 December 2014 December 2015 Establish a baseline report of which leaders attended or participated in which events and monitor the increased participation in future RAP plans and reporting RAP Committee participating in significant cultural events Develop a protocol for Thiess to acknowledge traditional custodians at appropriate Thiess events including an explanation of Welcome to Country and Acknowledgement of Country RAP Committee April 2013 Publish protocol by April THIESS RECONCILIATION ACTION PLAN

15 ACTION RESPONSIBILITY TIMELINE TARGET Pilot integration of the Eldership concept into Thiess development programs; whereby we emulate the cultural practice of Indigenous communities, and assign experienced people to mentor others in areas which could include: general business practices, personal development or cultural awareness for new projects and initiatives Group Learning and Development Manager July 2013 Eldership practice from the cultural awareness program embedded into employee development programs by Align RAP targets, Diversity and Inclusion objectives, Indigenous Employment Program and Cultural Awareness Program to raise awareness, understanding and commitment to Aboriginal and Torres Strait Islander culture Group Manager, Diversity April 2013 RAP, Diversity and Cultural Awareness Program priorities and objectives communicated across the businesses THIESS RECONCILIATION ACTION PLAN 15

16 Thiess aims to create a supportive environment that is built on mutual respect and that inspires Aboriginal and Torres Strait Islander people to work and grow with us. Our programs provide training that leads to real employment pathways, competitive remuneration and long-term career opportunities. We will continue to seek out and support local Indigenous businesses to create economic independence and mutually-beneficial commercial arrangements. ACTION RESPONSIBILITY TIMELINE TARGET Each Business Unit to set targets to increase the number of Aboriginal and Torres Strait Islander people working for Thiess and achieve a minimum of 2.5 per cent of Indigenous employees by December 2015 Group Manager, Diversity Group Manager, Diversity Business Unit HR Managers June 2013 December 2015 Develop and communicate the guiding principles for the collection of data for Aboriginal and Torres Strait Islander employees by June 2013 Establish a more rigorous and consistent reporting process to capture the relevant information Business Units to provide data to demonstrate the achievement of minimum target of 2.5 per cent Indigenous employee population by December 2015 Support the achievement of employment targets through enhancing and expanding the Thiess employment and training programs including: 1. Indigenous Pre-Employment Program 2. Traineeship and apprenticeship schemes 3. Women traineeship programs 4. Graduate programs 5. Direct employment (trades, general and professional) 6. Indigenous Engagement Program (Care Program) Business Unit HR Managers Indigenous Employment Programs Manager Strategic Communication April 2014 Participation data collected and reviewed to understand and set targets for numbers of Indigenous employees that will be provided opportunities to participate in these programs within each Business Unit Establishment of baseline measurement and targets set for Indigenous pre-employment, mentoring and coaching by to be monitored in future years Expand Indigenous pre-employment program to be a work ready program with multiple streams 16

17 ACTION RESPONSIBILITY TIMELINE TARGET Create supportive and culturallyappropriate career development programs for Aboriginal and Torres Strait Islander employees Group Learning and Development Manager January 2014 June 2014 Establish baseline data of courses attended by Aboriginal and Torres Strait Islander employees (number and per cent) Develop and implement an Indigenous Leadership Program by June 2014 Establish coaching, mentoring and a communication mechanism to connect potential Aboriginal and Torres Strait Islander employees, and provide additional preemployment support and training Indigenous Employment Programs Manager June 2013 Design and develop an online collaboration forum and provide access for information, training and networking Gather data regarding local Indigenous businesses in the communities where we operate. All other things being equal and where the businesses meet the procurement standards Thiess will support Indigenous business where possible. Group Strategic Sourcing and Category Management Manager Indigenous Affairs and Indigenous Employment Programs Manager Data gathered regarding Indigenous businesses in the communities we operate in Mentoring relationships developed and opportunities for joint ventures identified Join the Australian Indigenous Minority Supplier Council (AIMSC) Develop a strategy for Thiess to support Indigenous business through: 1. Procurement mentoring programs 2. Possible business partnerships (i.e. joint ventures) 3. Promotion of AIMSC-certified suppliers and products Group Strategic Sourcing and Category Management Business Unit Procurement Managers February 2013 Thiess to become a member of AIMSC by February 2013 Document two pilot case studies of successful joint venture arrangements by 17

18 We are focused on achieving our three objectives by implementing practical and achievable actions. We will monitor and report our performance against the measurable targets on a quarterly basis and table a report at each RAP Working Group meeting. 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 RESPONSIBILITY TIMELINE TARGET Gather data regarding Indigenous organisations and community contacts in locations where Thiess is most active RAP Working Group June 2013 Establish a baseline report of which leaders attended or participated in which events and monitor the increased participation in future RAP plans and reporting RAP Committee participating in significant cultural events Review current policies and practices and develop an Indigenous Employment Strategy with detailed actions and agreed targets that support Indigenous recruitment and retention across Thiess RAP Committee June 2013 Publish protocol by April 2013 Thiess RAP Working Group to meet regularly to assess progress, consider challenges and plan subsequent actions Working Group January, March, June, September, November 2013 Eldership practice from the cultural awareness program embedded into employee development programs by 18 THIESS RECONCILIATION ACTION PLAN

19 ACTION RESPONSIBILITY TIMELINE TARGET Report on annual achievements via the Thiess Sustainability Report RAP Committee January 2014 January 2015 January 2016 RAP, diversity and cultural awareness program priorities and objectives communicated across the businesses Review and refresh the RAP through a consultation process and develop an updated draft to be transitioned to the RAP Committee for the RAP RAP Working Group July 2015 November 2015 December 2015 RAP Working Group to consult across the group and external stakeholders by July 2015 Thiess to have updated RAP finalised by November 2015 Provide updated RAP to Reconciliation Australia and transition to the RAP Committee for Track and monitor the achievement of targets and communicate our status to Reconciliation Australia annually RAP Committee January 2014 January 2015 January 2016 Report on the achievement of RAP targets in the annual Thiess Sustainability Report by January 2014 and then annually after that communicate these results to Reconciliation Australia THIESS RECONCILIATION ACTION PLAN 19

20 ACTION PLAN