2017–2020 reconciliation action plan

2017–2020 RECONCILIATION ACTION PLAN

THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN2

Artwork commissioned to celebrate the launch of Thiess’ RAPLyn Walker Kunpu Kutju (strong one) 2012

Tjukurrpa (Aboriginal dreaming and World View): People, land and spirit are all one

THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN 3

4 THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN

Reconciliation Australia congratulates Thiess on its deep commitment to reconciliation as it implements its second Reconciliation Action Plan (RAP).

The implementation of a Stretch RAP shows that Thiess is a leading advocate for reconciliation, and is demonstrating a deep dedication to making progress across the key dimensions of the RAP program – respect, relationships, and opportunities.

Thiess understands the importance of building and maintaining respectful relationships with Aboriginal and Torres Strait Islander peoples in order to produce mutually beneficial outcomes. It champions these relationships by committing to support resource industry engagement initiatives that promote positive outcomes for Aboriginal and Torres Strait Islander communities.

Respect for Aboriginal and Torres Strait Islander peoples, histories and cultures is key to Thiess’ core values and vision for reconciliation. This is exemplified by its commitment to perform an Acknowledgement of Country at the beginning of internal meetings.

Thiess is dedicated to driving reconciliation through employment and training opportunities for Aboriginal and Torres Strait Islander peoples, as demonstrated by its actionable goal to increase the participation of Indigenous employees in key leadership roles within the organisation, such as leading hand and supervisory roles.

RECONCILIATION AUSTRALIA’S MESSAGEThiess’ Stretch RAP signifies its dedication to reconciliation within the organisation, as well as across its sphere of influence. On behalf of Reconciliation Australia, I commend Thiess on its Stretch RAP and look forward to following its ongoing reconciliation journey.

JUSTIN MOHAMEDChief Executive Officer Reconciliation Australia

5THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN 5

As Thiess’ Managing Director, I am proud to support and lead our organisations deep commitment to reconciliation. I believe we grow better as an organisation, and as individuals, when we all take part in living an ethos where everyone matters always.

Our 2017-2020 Reconciliation Action Plan follows on from our first RAP, introduced in 2013. It is a Stretch RAP, meaning our goals and objectives are deliberately challenging so we can affect real and sustained change in the way we do business.

While we’ve made strong inroads in creating successful partnerships and opportunities for Aboriginal and Torres Strait Islanders through our community initiatives, procurement and supply chain processes and employment on site, there is always more we can do.

This plan is the next step in our journey. It supports reconciliation and advocates for an equitable and just future for all. This step focuses on the long-term:

» building and strengthening our relationships with Aboriginal and Torres Strait Islander peoples

» creating supportive environments built on respect; creating mutually beneficial partnerships that drive economic opportunities; and

» tracking and measuring our progress.

At Thiess, we know our success lies in our diversity and embracing our differences. It’s only through this inclusiveness that we can generate diversity of thought, create safe and welcoming workplaces, and be that organisation everyone wants to join.

DOUGLAS THOMPSONManaging Director Thiess Pty Ltd

INTRODUCTION FROM DOUGLAS THOMPSON

THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN6


Thiess’ vision is to be the world’s leading mining services provider.

Our RAP vision is to empower relationships between our employees, stakeholders and Aboriginal and Torres Strait Islander people by strengthening understanding about Indigenous culture and people.

Our passion for, and commitment to, reconciliation is the foundation for creating practical, sustainable training and employment opportunities designed to grow the careers of our Indigenous talent – today and into the future.

OUR VISION


Our businessThiess is the world’s largest mining services provider and a member of CIMIC Group. Our mission is to generate sustainable returns for our shareholders by delivering projects for our clients while providing safe, rewarding and fulfilling careers for our people.

At our core is the pioneering spirit and passion for innovation of the legendary Thiess brothers, who redefined the mining and construction industry more than 80 years ago. Their legacy and can-do attitude remain at the heart of our business.

Our operations span six countries and most of the world’s commodities. Across life-of-mine, life-of-asset and project lifecycle requirements, we deliver sustainable mining solutions. We challenge ideas, create solutions and manage performance to help our clients maximise resource recovery, increase productivity and optimise cash flow.

As at June 2017, Thiess has 2,900 employees in Australia, including 125 Aboriginal and Torres Strait Islander team members. Additionally, Thiess has implemented a number of Indigenous joint venture partnerships and supports Indigenous businesses in Queensland, New South Wales, South Australia and Western Australia.

ABOUT THIESS

9THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN

MACKAY

BRISBANEDARRA

MT THORLEY

Queensland

New South Wales

PERTHHAZELMERE

OUR OPERATIONS


Raising awareness and setting a baseline

Delivering actions and expanding our goals

Consolidating achievements and ensuring a sustainable, future-focused approach.

PHASE

ONE

PHASE

TWO

PHASE

THREE

Thiess is committed to fostering workplace diversity. In 2012, we established our first RAP working group to develop a targeted plan for supporting, promoting and delivering opportunities for Aboriginal and Torres Strait Islander people. In 2013, we launched our first RAP, based on a three-year plan:

OUR RAP JOURNEYOur three-year journey, from 2013, underpinned significant progress for our business. Through cultural awareness initiatives, we developed relationships with, and improved respect and provided opportunities for Aboriginal and Torres Strait Islander people. We empowered a culture built on respect – one that celebrates our diversity.

In 2016, following significant business transformation, Thiess refocused its RAP efforts and established a revitalised working group. Today, our 2017-2020 stretch RAP presents an important opportunity for Thiess to continue working and fostering relationships with our Aboriginal and Torres Strait Islander colleagues across Australia.

Our approach to diversity is reflected in our Principles of Integrity, Accountability, Innovation and Delivery. Safety is more than a Principle, it underpins everything we do. Together, these Principles ensure a shared sense of purpose and alignment across our global team.

Our Principles


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


2012 2013 2014

» Lodged statement of commitment

» Formed the Reconciliation Action Plan (RAP) working group

» Completed an audit of current activities

» Won the Premier’s Industry Collaboration, Australian Training Award, QLD Mining Contractor Awards for Equal Opportunity Initiative for Oothungs (Sisters) in Mining program

» Graduated 12 Indigenous women in the Sisters in Mining program

LIVING OUR VISION » Launched Thiess’ inaugural RAP

» Conducted five pre-employment programs, which were completed by 51 Aboriginal and Torres Strait Islander people

» Developed a protocol to acknowledge Traditional Custodians at Thiess events, including an explanation of Welcome to Country

» Supported more than 1000 Thiess employees in cultural awareness training

» Reached our target of more than 2.5 per cent Aboriginal and Torres Strait Islander employees


2015 2016

» Re-established a RAP working group to develop ‘stretch’ RAP

» Consulted with Reconciliation Australia about the development of our new RAP

» Established a partnership with the Department of Aboriginal and Torres Strait Islander Partnerships and Aboriginal not-for-profit organisations to the deliver the Sisters in Mining program

» Incorporated Aboriginal and Torres Strait Islander affairs as a focus area of Thiess’ social responsibility program

» Celebrated NAIDOC week across all Australian operations

» Conducted face-to-face cultural awareness training across Thiess offices, sites and workshops

» Reviewed current procurement and recruitment processes and implemented new action items

» Awarded – Diversity Manager, Penny Hamilton, won the Queensland Resources Council’s Indigenous Advocacy award. Lake Vermont and Sisters in Mining graduate, Lisa Campbell received highly commended in the Exceptional Indigenous person category

» Became the world’s largest mining services provider

» Delivered two Sisters in Mining programs with 23 Aboriginal and Torres Strait Islander women across four Queensland projects

» Established new targets: to reach six per cent by 2020

» Celebrated NAIDOC week across all Australian operations

» Established a joint venture with Wirlu-murra Yindjibarndi

» Awarded – Plant Operator at Prominent Hill, Sabrina McKenzie, won the South Australian tradeswoman, operator or technician of the year


Relationships(( Launched our first RAP in 2013, including a welcome

from Traditional Owners. The launch event was recorded and shared across all Thiess operations and published on Thiess’ website and intranet.

(( Nominated diversity officers from each business unit and created a map of the communities in which Thiess operates.

(( Built an Acknowledgement of Country into every Thiess event, including all speeches, agendas and formal openings.

(( Established a RAP working group, with 25 per cent representation by Indigenous employees.

(( Developed a communication plan with clear actions and measurable targets to assist in RAP implementation.

(( Implemented and incorporated social responsibility activities into the Thiess corporate social responsibility framework (CARE program).

(( Continued to participate in various industry committees, such as the Queensland Resources Sector (QRC) MoU Resources Sector Indigenous Employment and Training Practitioner’s Forum.

WHAT WE’VE ACHIEVED (2013-2016)

14


2015 outstanding operator in South Australia’s resource industry

Thiess Mobile Plant Operator at Prominent Hill, Sabrina McKenzie, won the Outstanding Tradeswoman, Operator or Technician at the South Australia Chamber of Mines and Energy 2015 Women in Resources Awards.

Sabrina worked in hospitality before her first role in the mine sector as a trainee operator. Her grandparents, senior elders in the Aboriginal Kalparrin Community, were initially concerned when Sabrina commenced training for her plant operator role. They saw representing, promoting and protecting the resources industry of South Australia as dangerous. However, they were delighted when Sabrina completed her training and qualified as a dump truck and dozer operator.

The crew Sabrina worked with at Prominent Hill comprised of five Indigenous women operating trucks. Having also qualified as an Indigenous mentor, Sabrina’s accomplishments have raised the bar for others to see what can be achieved.

Sabrina has elected to remain within her community, rather than move to Adelaide. This allows her to assist with various programs, including a children’s care program. She is also a member of the Ngarrindi Women’s Organisation and is continuing her studies through TAFE.

“Sabrina is an excellent role model for the resources sector and has broken new ground as an Aboriginal woman in a male-dominated industry. She has excelled in her roles as a plant operator, Indigenous mentor and active community contributor.”Shaune Finn Prominent Hill, Project Manager.


Respect(( Encouraged Thiess leaders to attend significant

cultural festivals.

(( Developed and published acknowledgement protocols, including an explanation of Welcome to Country and Acknowledgement of Country.

(( Incorporated Indigenous cultural practices into Thiess’ cultural awareness program and embedded it in employee development programs.

(( Aligned RAP targets to Thiess’ diversity and inclusion objectives and cultural awareness program.

(( Held regular cultural awareness training sessions across the business.


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2016 award-winning achievements in the Queensland resources industry

Thiess’ Diversity Manager, Penny Hamilton, won Queensland Resource Council’s Indigenous award for her outstanding contribution to advancing the participation of Indigenous people across Thiess. Penny joined Thiess in 2011 as our diversity advisor, and has been instrumental in improving the participation and awareness of Aboriginal and Torres Strait Islander people across our business. She has developed a number of initiatives, including our award-winning Sisters in Mining program and Thiess’ first RAP, and has shaped our recruitment and industry partnerships to promote opportunities for Indigenous people.

Thiess’ trainee mobile plant operator from Lake Vermont, and 2015 Sisters in Mining graduate, Lisa Campbell, was highly commended as an Exceptional Indigenous Person in Queensland’s resources sector. Since Lisa embarked on her mining career, she has gone from strength to strength, is a mentor to our Sisters in Mining trainees and a role model in her community.

Mobile plant operator, Lisa Campbell, onsite at Lake Vermont.


Opportunities(( Achieved recruitment targets of a minimum of 2.5 per cent

Indigenous employees by December 2015.

(( Expanded our Indigenous pre-employment program into a work-ready program with multiple streams.

(( Developed mentoring relationships with Indigenous business and communities in which we operate, with opportunities for joint ventures identified.

(( Became a member of Supply Nation (formerly Australian Indigenous Minority Supplier Council).

(( Established a joint venture partnership with the Traditional Owners at our Solomon project.

(( Successfully achieved and sustained an Aboriginal participation rate of 20 per cent at our Prominent Hill operation.


18

19

Sisters in the driver’s seat

Thiess’ Sisters in Mining program provides Indigenous women with the opportunity to begin a career in mining. The successful pre-employment program is a joint initiative between Thiess, the state and federal governments and the Juwarki/Bungoo Aboriginal Corporation.

It aims to deliver sustainable long-term employment opportunities and careers for indigenous women, with no previous mining experience, in Queensland’s mining sector.

Since 2013, the program has been hosted at one of Thiess’ operations and takes groups through classroom-based training where they learn important life skills such as goal setting, negotiation, nutrition and managing money.

The sisters also participated in simulation training to prepare for a role as a trainee haul truck driver, which they work as while completing the remaining 18 month Certificate III in Surface Extraction Operations.

As at May 2017, over 50 Aboriginal and Torres Strait Islander women have graduated from the program and over 85 per cent continue to work at Thiess’ Queensland operations. Graduates from our 2016 Sisters in Mining program.

THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN

20

From 2017, Thiess’ focus is building on this momentum, continuing our RAP journey through a refreshed range of initiatives into 2020.

Our RAP Working Group will lead and drive these initiatives, championed by members of Thiess’ executive team and representatives from a number of Thiess’ core business functions and regions in Australia. This ensures the group has a diverse set of skills, experience, views and ideas, with a minimum of 25% Indigenous participation in the working group.

Driving these initiatives will be our RAP Working Group, which is made up of team members from across our business, including People & Capability, Supply Chain, Community teams and operational roles.

20 THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN20

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


Our RAP objectives

OUR COMMITMENTS

22

ONE

TWO

THREE

FOUR

Building relationships – to build authentic, long-term relationships with Aboriginal and Torres Strait Islander people and communities to support positive outcomes.

Fostering respect – to create a supportive environment built on mutual respect for every member of our team and for the people who work with us.

Creating opportunities – to create a work environment and culture that best supports the growth of Aboriginal and Torres Strait Islander people and Indigenous businesses.

Tracking progress and reporting – to develop and deliver an action-oriented, evidence-based plan that strengthens Thiess’ strategic approach to supporting Aboriginal and Torres Strait Islander people.


Apprentices at Thiess’ Darra workshop in Brisbane.

24

ACTION TARGET TIMELINE RESPONSIBILITY

1. Re-establish a Thiess RAP working group comprising Indigenous and non-Indigenous employees and stakeholders to support the delivery and launch of the RAP

1.1 Set up RAP working group to comprise 25 per cent Indigenous employees

June 2017 Diversity Manager

1.2 Establish Terms of Reference for the RAP working group and ensure adequate resources are in place to achieve the actions outlined in this RAP

January, April, July, October 2018, 2019, 2020

Diversity Manager

2. Launch our RAP and communicate RAP commitments to internal and external stakeholders

2.1 Host events in partnership with local Indigenous stakeholders at all projects and offices over a one-week period

May, July 2017, 2018, 2019, 2020

Diversity Manager

Managing Director

RAP working group

Project managers

2.2 Create a video recording of the launch events available to all staff via the intranet

June 2017 Diversity Manager

Managing Director

RAP working group

Project managers

We believe in building authentic, long-term relationships with Aboriginal and Torres Strait Islander peoples and communities in every region where we operate to support positive outcomes.

BUILDING RELATIONSHIPS

THIESS 2017-2020 STRETCH RECONCILIATION ACTION PLAN



3. Raise internal and external awareness of our RAP goals and gain stakeholder commitment to supporting those goals

3.1 Publish our RAP on our website and intranet

June 2017 RAP working group

Communication Specialist

3.2 Communicate details of RAP activities and commitments internally and externally

Review June 2018, 2019 RAP working group


3.3 Develop and implement a communication plan to support the 2017-2020 RAP, with clear actions and measurable targets, aimed at both internal and external stakeholders



3.4 Ensure all Thiess employees receive stretch RAP document



3.5 Implement regular communication activities internally and externally to raise awareness of the RAP goals

Review June 2018, 2019 RAP working group


3.6 Ensure our senior leaders are engaged in the delivery of RAP outcomes





4. Maintain and leverage mutually beneficial relationships with Aboriginal and Torres Strait Islander people, communities and organisations to support positive outcomes

4.1 Develop relationships and two-way conversations with Aboriginal and Torres Strait Islander communities where we operate

July, December 2017, 2018, 2019, 2020

General Manager, WA and SA

Diversity Manager

Manager, Community and Stakeholder Relations

4.2 Establish an internal mentoring program and informal network designed to foster relationships between Indigenous and non-Indigenous team members

January, April, July, October 2017, 2018, 2019, 2020


Diversity Manager


Project managers

4.3 Explore opportunities to enhance our regular reward and recognition opportunities (eg internal employee advocacy awards) to recognise excellent contributors to reconciliation at Thiess

March, September 2017, 2018, 2019, 2020


Diversity Manager


Project managers

4.4 Incorporate Aboriginal and Torres Strait Islander stakeholder initiatives into all project community relations action plans and project diversity plans

November, March, June, September 2017, 2018, 2019, 2020


Diversity Manager


Project managers



4.5 Support resource industry engagement initiatives that promote positive outcomes for Aboriginal and Torres Strait Islander people



Diversity Manager


Project managers

4.6 Implement and review an engagement plan to work with our Aboriginal and Torres Strait Islander stakeholders

July 2017, 2018, 2019, 2020 General Manager, WA and SA

Diversity Manager


Project managers

4.7 Meet with at least four local Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement

September 2017, 2018, 2019, 2020


Diversity Manager


Project managers

4.8 Deliver an Aboriginal and Torres Strait Islander stakeholder group engagement event per year linked to Thiess’ recruitment practices and processes

October 2017, 2018, 2019, 2020


Diversity Manager


Project managers

4.9 Identify an Aboriginal and Torres Strait Islander not-for-profit organisation to develop a community partnership within Thiess’ CARE framework

February, December 2017, 2018, 2019, 2020


Diversity Manager


Project managers



4.10 Continue the incorporation of Aboriginal and Torres Strait Islander targeted engagement plans

Review December 2018, 2019 General Manager, WA and SA

Diversity Manager


Project managers

4.11 Develop community relationships, including with local schools


Diversity Manager


Project managers

4.12 Conduct information sessions that explain our services and how the community can get involved (eg career opportunities and how to work with us)


Diversity Manager


Project managers

4.13 Establish a champion for RAP-related initiatives and events at each Thiess office and site

January 2018, 2019, 2020 General Manager, WA and SA

Diversity Manager


Project managers



5. Build a network of RAP champions

5.1 Ensure champions understand their role and requirements and proactively engages teams to promote and implement our RAP

January, May 2018, 2019, 2020

RAP committee

HR managers

6. Celebrate National Reconciliation Week (NRW) to strengthen and maintain relationships between Aboriginal and Torres Strait Islander team and other team members

6.1 Celebrate NRW in at least 11 locations and share these events with the wider business

May 2017, 2018, 2019, 2020 Diversity Manager

Diversity Advisors

6.2 Register all NRW events on Reconciliation Australia’s NRW website


Diversity Advisors

6.3 Encourage Thiess team members to participate in external events to recognise and celebrate NRW


Diversity Advisors

6.4 Invite an Aboriginal and/or Torres Strait Islander community member/s into our office to share insights and experiences


Diversity Advisors

6.5 Ensure RAP working group members participate in three NRW events each year


Diversity Advisors


Thiess aims to create a supportive environment built on mutual respect for every member of our team and for the people who work with us. We will continue to deliver a range of training programs and build effective partnerships across our teams and with local communities where we operate.

ACTION DELIVERABLE TIMELINE RESPONSIBILITY

7. Demonstrate respect to Aboriginal and Torres Strait Islander peoples and communities by embedding cultural protocols as part of the way our organisation functions

7.1 Update and review our cultural protocol document to ensure explanations of Aboriginal and Torres Strait Islander cultural norms are being used correctly and regularly, including:

• Appropriate greetings

• Overview of event protocols (eg Welcome to Country, Acknowledgement of Country)

• Develop Traditional Owners list and key contacts with relevant states, territories and specific local communities

February, May, July, September 2017, 2018, 2019, 2020

Diversity Manager


Diversity Advisors

FOSTERING RESPECT



7.2 Invite a local Traditional Owner to provide a Welcome to Country at a minimum of four significant events (eg NAIDOC week, NRW, launch of new online cultural awareness training, leadership conference etc)

Review June 2018, 2019 Diversity Manager

Diversity Advisors

7.3 Ensure Thiess team members provide an Acknowledgement of Country at all public events and at the commencement of important internal events

Review June 2018, 2019 Diversity Manager

Diversity Advisors

7.4 Display an Acknowledgement of Country plaque at each Thiess location in Australia

December 2019 Diversity Manager

Diversity Advisors



8. Increase knowledge and understanding of Aboriginal and Torres Strait Islander cultures, histories and achievements across our team

8.1 Develop, implement and review an Aboriginal and Torres Strait Islander cultural awareness training strategy that defines the continuous cultural learning needs of employees in all areas of our business in Australia, is interactive and face to face where possible, and is incorporated into Thiess-wide initiatives with targets including:

• 2,500 people and/or 80 per cent of employees personnel to undertake online cultural learning activities in Thiess’ training and development program

• 1,450 people and/or 50 per cent of employees to undertake face-to-face cultural workshop learning activities

• 30 people and/or 20 per cent of employees to undertake cultural immersion learning activities

• All RAP working group members to undertake cultural learning activities

• All senior leaders will participate in cultural learning

August 2017, 2018, 2019, 2020

Diversity Manager

RAP working group

Learning and development team

8.2 Promote Reconciliation Australia’s Share our Pride online tools to all employees

May, July, September 2017, 2018, 2019, 2020

Diversity Manager

Diversity Advisors



8.3 Identify potential internal and external opportunities for volunteering work at a local Aboriginal and Torres Strait Islander school eg visit the Ration Shed at Cherbourg

September 2017 Diversity Manager

Diversity Advisors

8.4 Identify employees within the PE@T (performance effectiveness at Thiess) process who have a desire or need to develop a deeper understanding of Aboriginal and Torres Strait Islander perspectives (eg all supervisors and hiring managers)


Diversity Advisors

8.5 Distribute communication material to inform employees of upcoming cultural events including NAIDOC week, NRW, Sorry Day etc


Diversity Manager

Diversity Advisors

8.6 Support each Thiess office and site in celebrating events

May 2017, 2018, 2019, 2020


Diversity Manager

Diversity Advisors

8.7 Incorporate celebrations into Thiess’ annual event calendar

May 2017, 2018, 2019, 2020


Diversity Manager

Diversity Advisors



9. Celebrate NAIDOC Week and provide opportunities for Aboriginal and Torres Strait Islanders employees to engage with culture and community during NAIDOC Week

9.1 Review HR policies and procedures to ensure there are no barriers to participation in NAIDOC Week

September 2017, 2018, 2019, 2020

Diversity Manager

Diversity Advisors

9.2 Provide Aboriginal and Torres Strait Islander team members with opportunities to participate in NAIDOC Week events

July 2017, 2018, 2019 Diversity Manager

Diversity Advisors

9.3 Encourage all staff to participate in NAIDOC Week events

July 2017, 2018, 2019 Diversity Manager

Diversity Advisors

9.4 Hold an internal or public NAIDOC Week event in consultation with Aboriginal and Torres Strait Islander peoples

September 2017, 2018, 2019, 2020

Diversity Manager

Diversity Advisors


Torres Strait Islander dance group, Mali Kiai Mura Bau, perform at Thiess’ Brisbane office during NAIDOC week in 2016.


We believe in creating a work environment and culture that supports Aboriginal and Torres Strait Islander people. Our aim is to inspire Aboriginal and Torres Strait Islander people to work and grow with us. Our program and targets are designed to provide opportunities that lead to practical, long-term pathways to employments or partnerships.

We will continue to actively explore and encourage local partnerships and support local Aboriginal and Torres Strait Islander businesses to create economic independence and mutually beneficial commercial agreements.


10. Increase Aboriginal and Torres Strait Islander supplier diversity

10.1 Implement, review and update an Aboriginal and Torres Strait Islander procurement strategy

August 2017, 2018, 2019, 2020

Strategic procurement team

Site purchasing teams

10.2 Communicate opportunities and support Indigenous businesses during the tender and procurement process

August 2017, 2018, 2019, 2020



10.3 Develop at least three commercial relationships with Aboriginal and Torres Strait Islander businesses in the local communities in which we operate and document case studies of successful joint venture arrangements

August 2017, 2018, 2019, 2020



CREATING OPPORTUNITIES



10.4 Proactively leverage Thiess’ Supply Nation membership to promote tender opportunities

June 2017, 2018, 2019, 2020 Strategic procurement team


10.5 Conduct tender process workshops and develop a proposal template and supporting guidelines for the local communities where we operate

October 2017, 2018, 2019, 2020



10.6 Set procurement targets for procuring goods and services from Aboriginal and Torres Strait Islander owned businesses

July 2017 Procurement team

10.7 Continue to gather data regarding Aboriginal and Torres Strait Islander organisations and community contacts where Thiess is most active

August 2017, 2018, 2019, 2020

Diversity Manager



11. Develop a cultural support network

11.1 Design and develop an online collaboration forum for Aboriginal and Torres Strait Islander employees to provide access to information, training and networking

August 2018 Operations and project managers

11.2 Implement a cultural mentoring program to provide peer support and professional mentoring for existing employees and managers

September 2018 Operations and project managers

12. Increase Aboriginal and Torres Strait Islander recruitment and retention

12.1 Collect and review participation data to understand and set targets for the number of employees able to participate in Thiess professional development programs

July 2017, 2018, 2019, 2020 Diversity Manager

Diversity Advisors

HR managers

Project managers

12.2 Revise existing targets to increase Aboriginal and Torres Strait Islander employment to six per cent by 2020

November 2017 Diversity Manager

Diversity Advisors

HR managers

Project managers



12.3 Implement, review and update our Aboriginal and Torres Strait Islander employment and retention strategy, including professional development

March, June, September 2017, 2018, 2019, 2020

Diversity Manager

Diversity Advisors

HR managers

Project managers

12.4 Engage with existing Aboriginal and Torres Strait Islander employees regarding employment strategies and professional development


Diversity Manager

Diversity Advisors

HR managers

Project managers

12.5 Enable projects to provide consistent data to demonstrate the achievement of the minimum target of six per cent Indigenous employment by December 2020


Diversity Manager

Diversity Advisors

HR managers

Project managers

12.6 Continue to advertise job vacancies in Aboriginal and Torres Strait Islander media


Diversity Manager

Diversity Advisors

HR managers

Project managers

12.7 Determine the career aspirations and needs of our Aboriginal and Torres Strait Islander employees

March, 2018, 2019, 2020 Diversity Manager

Diversity Advisors

HR managers

Project managers



13. Increase participation in internal and external leadership development programs by our Aboriginal and Torres Strait Islander employees

13.1 Increase participation in leadership development programs by 50 per cent (eg blue, sponsorship and supervisory development programs)

August 2017, 2018, 2019, 2020

Diversity Manager

Diversity advisors

HR managers

Project managers

13.2 Increase the participation of Indigenous employees in key leadership roles (eg supervisory, superintendent and manager roles)

June 2017, 2018, 2019, 2020 Diversity Manager

Diversity Advisors

HR managers

Project managers

13.3 Revise our HR recruitment targets and equip recruiters and hiring managers with the targeted hiring practices and cultural learning to support the employment of Indigenous candidates

June 2017, 2018, 2019, 2020 Diversity Manager

Diversity Advisors

HR managers

Project managers

13.4 Update recruitment targets in labour hire agreements to encourage the active employment of Aboriginal and Torres Strait employees and include Aboriginal and Torres Strait Islander labour hire companies on our panels

March 2018, 2019, 2020 Diversity Manager

Diversity Advisors

HR managers

Project managers



14. Support the achievement of employment targets by enhancing and expanding existing Thiess employment and training programs

14.1 Expand and implement our successful, award-winning Sisters in Mining program and extend it to other roles and disciplines (eg HR, health and safety)

June, September 2017, 2018, 2019, 2020

Diversity Manager

HR managers

14.2 Continue to engage with universities, TAFEs and high schools to provide work experience, scholarships, apprenticeships, cadetships and other pathways to employment

June, September 2017, 2018, 2019, 2020

Diversity Manager

Diversity Advisors

HR managers

Project managers

14.3 Implement Aboriginal and Torres Strait Islander employment pathways:

• Traineeships (x20)

• Cadetships (x8)

• Apprenticeships (x8)

• Scholarships (x8)

June, September 2017, 2018, 2019, 2020

Diversity Manager

Diversity Advisors

HR managers

Project managers


Thiess believes in developing and delivering an action-oriented, evidence-based plan that strengthens Thiess’ strategic approach to supporting Aboriginal and Torres Strait Islander people. Our approach adopts appropriate measures to evaluate how we’ve tracked against our objectives. We will implement a range of practical, achievable actions and monitor our progress on a quarterly basis.

The RAP committee will review our progress and make required adjustments to ensure we meet our outlined targets. An annual progress report will be published in addition to the final report that will be produced every three years upon completion of the current RAP.


15. Report RAP achievements, challenges and lessons to Reconciliation Australia for inclusion in the RAP impact measurement report

15.1 Complete and submit the RAP impact measurement questionnaire to Reconciliation Australia

September 2017, 2018, 2019, 2020

Diversity Manager

15.2 Investigate participation in the RAP barometer

May 2018, 2020 Diversity Manager

15.3 Develop and implement systems and capability needs to track, measure and report on RAP activities

September 2017, 2018, 2019 Diversity Manager

15.4 Investigate opportunities to measure the impact of RAP activities

September 2017, 2018, 2019 Diversity Manager

TRACKING PROGRESS AND REPORTING



16. Ensure the Thiess RAP working group meets regularly to assess progress, consider challenges and plan subsequent actions

16.1 Provide a forum for RAP working group members and champions to report challenges and opportunities and progress toward meeting goals and targets

March, June, September, December 2017, 2018, 2019, 2020

RAP working group

RAP champions

17. Report on annual achievements, challenges and lessons internally and externally

17.1 Publicly report our RAP achievements and lessons on our intranet

July 2017, November 2018, 2019, 2020

RAP working group chair

18. Review and refresh the RAP 18.1 Review, refresh and update RAP implementation based on lessons, challenges and achievements

July 2017 2018, 2019, 2020 RAP working group chair

18.2 Provide Thiess’ 2021–2024 RAP draft to Reconciliation Australia for formal feedback and endorsement

May 2019 RAP working group chair

18.3 Finalise Thiess’ draft 2021–2024 RAP, in partnership with CIMIC Group

July 2020 RAP working group chair

THIESS.COM

For further information about Thiess’ RAP, please contact our Diversity Manager on [email protected].

2017–2020 reconciliation action plan

Documents