innovate - accc.gov.au and aer rap 2020-2022… · innovate reconciliation action plan february...

InnovateReconciliation Action Plan

February 2020–February 2022

May 2020

accc.gov.au

http://www.accc.gov.au

Australian Competition and Consumer Commission 23 Marcus Clarke Street, Canberra, Australian Capital Territory, 2601

© Commonwealth of Australia 2020

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Important notice

The information in this publication is for general guidance only. It does not constitute legal or other professional advice, and should not be relied on as a statement of the law in any jurisdiction. Because it is intended only as a general guide, it may contain generalisations. You should obtain professional advice if you have any specific concern.

The ACCC has made every reasonable effort to provide current and accurate information, but it does not make any guarantees regarding the accuracy, currency or completeness of that information.

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ACCC 05/20_1618

www.accc.gov.au

http://www.accc.gov.au

1 Innovate Reconciliation Action Plan

Featured artwork: Sharing CultureIn all cultures, stories are passed down from generation to generation. ‘Sharing culture’ symbolises different cultures and nationalities coming together to share and learn about each others cultural backgrounds and differences.

About the artist—Tamara May Murray The artist, Tamara May Murray, is a proud member of the Barkindtji tribe on her mother’s side, the Yorta Yorta and Dhudaroah tribes on her father’s side. She grew up on the Namatjira Mission in the small country town of Coomealla.

‘My Dad and Pop built our home out of old tin and wood they collected from the local tip. We didn’t have running water, or flushing toilets and we used an open fire place for a kitchen. We didn’t have much and life was simple. I often think back to those days with a sense of pride and happiness.

Culture is everything to me, it’s a way of life, it’s my identity, it’s who I represent—my people, my family. Culture is our way of healing, telling stories, keeping spirits and traditions alive. It’s our connection to the land.’

Tamara first started painting when she was three years old and it was evident that she had a natural gift. However, it was not until after the birth of her second daughter in 2008 that the gift of art came to Tamara in the form of healing, giving her a voice, a way of expression and a connection to the land, her culture and her ancestors. Tamara was diagnosed with post-natal depression and later bipolar disorder. In her darkest hours, art came to her.

For Tamara, family is what inspires her to continue to grow and to keep fighting. Her two daughters are her daily motivation—to provide for them and to be a strong, powerful role model of what is possible.

For Tamara, her art is not simply paint on a canvas. It’s a story; it’s a place; it’s someone she has met along the way that has inspired her. It’s a deep connection to the land and her culture. It is a story that has been passed down.


AcknowledgementThe Australian Competition and Consumer Commission (ACCC) and Australian Energy Regulator (AER) acknowledge the traditional owners and custodians of Country throughout Australia and recognise their continuing connection to the land, sea and community. We pay our respects to them and their cultures, and to their Elders past, present and future.

Our vision for reconciliationOur vision for reconciliation is to create a culture that embraces unity between Aboriginal and Torres Strait Islander peoples and other Australians. We seek a culture that represents equality and equity, historical acceptance of our shared history, intolerance of negative race relations and overall improved institutional integrity. Furthermore, our vision involves a contribution, through our activities, roles and responsibilities, to closing gaps in employment and consumer empowerment between Aboriginal and Torres Strait Islander peoples and other Australians.


ForewordFrom the Chair The ACCC and AER’s Reconciliation Action Plan (RAP) is a commitment to support our vision for reconciliation. The RAP has been developed with input from employees across the ACCC and AER, in particular those in the RAP Working Group (RWG) and the Mipla Tunapri Indigenous Employee Network. This is the third ACCC and AER RAP. This RAP builds on our knowledge and understanding of the cultures and histories of our nation’s First Peoples, Aboriginal and Torres Strait Islander peoples.

The actions in this RAP should be considered in the context of the diversity of Aboriginal and Torres Strait Islander cultures and backgrounds throughout Australia and the importance of reflecting the community as a whole. The RAP should also be much more than individual actions at a point in time—rather, it is a plan which shapes the culture of the ACCC and AER and becomes built into our internal and external approach to realising our shared vision for reconciliation. Finally, the plan will focus on working with Aboriginal and Torres Strait Islander peoples to achieve outcomes with the most tangible benefits.

Aboriginal and Torres Strait Islander peoples are important stakeholders in the work of the ACCC and AER. The initiatives outlined in this RAP have the common goal of raising awareness of our functions in Aboriginal and Torres Strait Islander communities and improving their consumer experience by providing appropriate and relevant services. The ACCC and AER work in partnership with Aboriginal and Torres Strait Islander peoples to develop business practices that overcome disadvantage and foster social and economic engagement opportunities for Aboriginal and Torres Strait Islander peoples. The ACCC and AER will achieve this through:

� our enduring priority to improve outcomes for Aboriginal and Torres Strait Islander peoples through our compliance and enforcement work

� providing employment opportunities for Aboriginal and Torres Strait Islander peoples across all levels of the ACCC and AER

� raising cultural awareness internally.

From the Senior Indigenous Champion I am the Acting Chief Operating Officer and the Senior Champion for Indigenous Employees and the RAP.

I am proud to have worked with the RAP Working Group (RWG) to develop and deliver the RAP. Through our commitment to the RAP the ACCC and the AER seek to become better informed about, and able to respond to, consumer empowerment issues of concern to Aboriginal and Torres Strait Islander peoples and to ensure opportunities arise for their employment and professional development.

I have held this important role for a number of years now, informed and motivated by my experience in working on consumer matters affecting Aboriginal and Torres Strait Islander people. This was first sparked when working in the ACCC’s north Queensland office based in Townsville and visiting remote communities from time to time in my various consumer enforcement roles. Initiatives such as the scam awareness and prevention in communities and our ‘do not knock’ informed towns’ projects have been great opportunities to understand many of the issues affecting Indigenous Australians.


This strong external focus is matched with the insights I have gained from working with our Indigenous employees and the benefits we have seen from greater recognition and opportunity in the organisation. While all aspects of the RAP are very important, I am eager to prioritise the professional development of our Aboriginal and Torres Strait Islander employees and increase representation in more senior positions in the organisation over its duration.

I very much hope that this RAP will take the ACCC and AER to the next level of reconciliation.

Scott Gregson

Our businessThe ACCC and the AER work together, sharing premises and resources including our employees. The ACCC and AER have offices in all states and territories across Australia. At 30 June 2019 the ACCC and AER employed 1,116 people, 19 of whom identified as Aboriginal and/or Torres Strait Islander.

The ACCC is Australia’s competition regulator and national consumer law champion whose role is to enforce the Competition and Consumer Act 2010 (Cth) (the Act) and a range of additional legislation. The ACCC promotes competition and fair trading and regulates national infrastructure to make markets work for everyone. The ACCC acknowledges that certain conduct in breach of the Act has the potential to specifically affect the welfare of Indigenous Australians. The ACCC also recognises that Aboriginal and Torres Strait Islander consumers living in remote areas face particular challenges in relation to asserting their consumer rights. The ACCC will continue to prioritise its work in these areas while these challenges remain. The ACCC:

� helps consumers understand their rights when buying goods or services, and defend consumers from unfair conduct by traders, particularly those that prey on disadvantaged and vulnerable consumers

� helps business operators understand their rights and responsibilities under the Australian Consumer Law (ACL)

� regulates industries where there is limited competition to preserve and strengthen market processes.

The AER is Australia’s national energy market regulator and has an independent Board. The AER:

� regulates electricity networks and covered gas pipelines, in all jurisdictions except Western Australia

� enforces the laws for the National Electricity Market and spot gas markets in southern and eastern Australia

� monitors and reports on the conduct of market participants and the effectiveness of competition

� protects the interests of household and small business consumers by enforcing the Retail Law

� assists the ACCC with energy-related issues arising under the Act including enforcement and mergers.

The ACCC and AER have several initiatives specifically geared to support Aboriginal and Torres Strait Islander peoples to utilise their consumer rights. Working with all stakeholders, the ACCC and AER strives to ensure compliance, transparency and fair outcomes.


Case studies about initiatives with businesses and communityDo not knock informed projectThe ‘do not knock’ informed project started in the small Indigenous community of Wujal Wujal in Far North Queensland in 2016. It is designed to alert traders and empower consumers, with respect to the ACL and door-to-door trade.

Since inception the project, which is a partnership with Aboriginal and Torres Strait Islander communites, has expanded to include Palm Island, Woorabinda, Yarrabah, Hope Vale and now Cherbourg. It reflects the ongoing collaboration between the community and the ACCC that focuses consumer rights empowerment.

Too good to be true projectFrom 2017–19 the ACCC ran a new scams awareness initiative called ‘Too good to be true’. The project worked with Indigenous communities on ways to identify and avoid scammers. The project was managed under the National Indigenous Consumer Strategy (NICS), and was aimed at engaging, educating and empowering Indigenous consumers to stay one step ahead of scammers. The most common scams affecting Indigenous Australians are phishing, unexpected prize and lottery scams and identity theft.

Targeted recall advice ACCC and AER employees have undertaken outreach visits to Aboriginal and Torres Strait Islander communities. The visits have incorporated messaging around the Takata airbag and Samsung washing machine recalls. Visits have also provided an opportunity to raise awareness around the dangers of button batteries to children and scams.

Button battery posters and magnets were also developed to raise awareness of these risks. One target audience for the posters was parents/carers in indigenous communities. The posters and magnets were provided to the Townsville team who included safety messaging about button batteries in their Indigenous outreach program and distributed posters and magnets to a number of remote communities including Thursday Island, Cape York, Tiwi Islands, Gulf communities and Mornington Island. Posters were intended for display in community spaces to increase message reach and help to bridge accessibility issues in communities with limited internet access.

Your Rights Mob Facebook pageThe ‘Your Rights Mob’ social media channels promote issues such as scam awareness and product recalls. Facebook posts are published once a week and are generally concise advice and/or a call to action around a specific subject, such as scams. The ‘Your Rights Mob’ Facebook page has over 5,000 followers.


Mipla TunapriThe Mipla Tunapri Indigenous Employee Network is a forum for ACCC and AER employees. The name Mipla Tunapri is made up of two words from Indigenous languages—Mipla, from Torres Strait Islands, meaning we/us; and Tunapri, from the Palawa language in Tasmania, meaning to give knowledge and understanding.

The Mipla Tunapri goal is to increase representation of Aboriginal and Torres Strait Islander people, culture and views across the ACCC and AER.

It has two important roles:

1. to provide support and guidance to its members, and

2. to offer strategic advice to the ACCC and AER on workplace matters affecting Aboriginal and Torres Strait Islander employees.

It allows the views and aspirations of Aboriginal and Torres Strait Islander employees to be heard and addressed in a positive and solutions-focused manner.

Celebrating our success Over the period of our three RAPs we have learnt from our successes and failures. Since beginning our RAP journey, we have:

� introduced acknowledgement protocols; included an Acknowledgement of Country in our email signature blocks; and placed plaques in the foyer of ACCC and AER offices acknowledging the traditional owners of the land

� carried out the role of Chair of National Indigenous Consumer Stratergy (NICS)

� provided cultural awareness training to employees

� established the Mipla Tunapri Indigenous Employee Network

� Used Aboriginal place names for meeting rooms in our new offices

� officially opened new offices with a Welcome to Country

� provided increased employment opportunities for Aboriginal and Torres Strait Islander peoples

� celebrated National Reconciliation Week and NAIDOC Week annually.


The RAP Working Group The RAP Working Group (RWG) has worked together to develop and deliver the RAP. The RWG is comprised of ACCC and AER employees, including Aboriginal and Torres Strait Islander employee representatives. We will again seek to involve a member of the Aboriginal and Torres Strait Islander community as an external member of the RWG. Mipla Tunapri is an active employee network and is represented on the RWG. New Aboriginal and Torres Strait Islander employees are invited to join Mipla Tunapri and the RWG.

Members:

Scott Gregson, Acting Chief Operating Officer (Chair)

Nicole Bowman, Program Assistant

Iolani Brady, Assistant Director

Victoria Christie, Analyst

Emma Corvisy, Advisor

Matthew Defaweux, Director

Michael Dowers, Director

Kate Dunlop, Director

Candice Field, Entry Level Program Coordinator

Shardae Harris, Administration and Indigenous Outreach Officer

Brooke Hogan, Assistant Director

Allison Milliken, Director

Kate Molineaux, Assistant Director

Merisha Percival, Director

Pel’e Reuben, Indigenous Outreach Coordinator

Verity Sebire, Investigator

Sherneil Sexton, Administrative Assistant

Jack Seymour, Executive Assistant

Kurt Stevens, Senior Lawyer

Kirstin Stirling, Assistant Director

Ashley Stott, Investigator and Indigenous Outreach


Memberships and partnershipsThe ACCC and AER have established memberships/partnerships to assist with Aboriginal and Torres Strait Islander consumer strategies and employment. These memberships and partnerships have evolved over time and are expected to continue to change. Current memberships and partnerships include:

� Indigenous Consumer Assistance Network (ICAN), a valued member of the ACCC and AER’s Consumer Consultative Committee helping to identify matters affecting Indigenous consumers

� National Indigenous Consumer Strategy (NICS), a reference group comprised of relevant state and territory regulators which deals with issues affecting Indigenous consumers. In 2018 the ACCC and AER became the NICS Chair

� Indigenous Australian Government Development Program (IAGDP), an entry-level employment and development program for Aboriginal and Torres Strait Islander peoples interested in working in the Australian Public Service (APS)

� Legal Aid services and Aboriginal legal services. These front line agencies provide legal services, helping to identify important matters that inform our intelligence and subsequent compliance and enforcement activities

� financial counsellors and money management workers. These front line agents provide financial advice that inform our intelligence and subsequent compliance and enforcement activities.

� Australian Securities and Investments Commission (ASIC), a key partner in our efforts to advance Indigenous consumer rights

� fair trading agencies, which are key partners in delivering the ACL under the one law multi-regulator model

� CareerTrackers, a national non-profit organisation that creates internship opportunities for Indigenous university students.


RelationshipsBuilding strong relationships between Aboriginal and Torres Strait Islander peoples and the broader community is important to the ACCC and AER helps the ACCC and AER to respond to the needs of Aboriginal and Torres Strait Islander consumers and underwrites effective delivery of our obligations under the Act.

Our goal is to develop mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples by building a culturally diverse workforce and raising awareness of the unique cultures and histories of Aboriginal and Torres Strait Islander peoples. We create opportunities for employees to connect with their local communities and celebrate important Aboriginal and Torres Strait Islander events.

Action 1.1 Maintain Aboriginal and Torres Strait Islander representation on the RAP Working Group (RWG) to support the implementation and progression of the RAP including through engaging with leadership and management

Establish and apply a Terms of Reference to provide appropriate governance.

February 2020 Director HR Operations with Senior Indigenous Champion and members of RWG

Maintain Aboriginal and Torres Strait Islander representation on the RWG.

February 2020

RWG to meet at least four times per year to drive and monitor RAP implementation and communicate the outcomes to all employees.

February, May, August and November 2020, 2021 and 2022

Senior Indigenous Champion and RWG


Action 1.2 Build relationships, and raise awareness and respect by celebrating and participating in culturally significant Aboriginal and Torres Strait Islander events including National Reconciliation Week (NRW)

Promote, support and encourage:

� all employees and senior leaders to participate in at least one external event for NRW to celebrate Aboriginal and Torres Strait Islander peoples and recognise and respect the contributions that Indigenous Australians make to our country and society

� access to paid leave (other) (under clause 182 of Enterprise Agreement) for Aboriginal and Torres Strait Islander employees and the RWG to attend NRW

27 May–3 June 2020, 2021 and 2022

Director HR Operations and Senior Indigenous Champion with support of RWG

� access to paid leave (other) (under clause 182 of Enterprise Agreement) for Aboriginal and Torres Strait Islander employees and the RWG to attend NAIDOC Week events.

Week from first Sunday in July 2020, 2021 and 2022

RWG members with support of Director HR Operations

NRW events:

� host at least one internal event for NRW

� invite external stakeholders to internal events and consider partnering with another agency for at least one NRW event

27 May–3 June 2020, 2021 and 2022

Director HR Operations with support from Senior Indigenous Champion and RWG and Mipla Tunapri

� register the ACCC and AER’s NRW events on Reconciliation Australia’s NRW website, and circulate resources and promote participation in NRW and other internal events.

May 2020, 2021 and 2022.

Action 1.3 Promote positive race relations through anti-discrimination strategies

Engage with Aboriginal and Torres Strait Islander employees (via Mipla Tunapri) and/or Aboriginal and Torres Strait Islander advisors to consult on any policies that affect on Aboriginal and Torres Strait Islander employees to identify existing anti-discrimination provisions, and future needs.

June 2020 Director HR Operations with support from Mipla Tunapri members, Senior Indigenous Champion and RWG

Educate senior leaders on the effects of racism and intergenerational trauma as part of cultural awareness learning.

June 2021

Review, implement and communicate an anti-discrimination policy for our organisation as part of the HR policy review.

June 2020 Director HR Operations


Action 1.4 Promote reconciliation through our sphere of influence

Internally:

� develop an internal communication plan to provide regular updates on our commitment to reconciliation including articles, all employee emails and lunch-time seminars

� Mipla Tunapri to develop and promote a calendar of significant dates, to place on intranet/cultural resources page

March 2020 Director HR Operations with support from Senior Indigenous Champion, RWG and Mipla Tunapri members

� implement strategies to engage our employees in reconciliation.

June 2020, 2021 and 2022

Externally:

Celebrate and promote our RAP to internal and external stakeholders by:

� communicating our commitment to reconciliation publicly and promoting any events we facilitate or attend

� exploring opportunities to positively influence our external stakeholders to drive reconciliation outcomes

� collaborating with RAP organisations and other like-minded organisations to develop ways to advance reconciliation.

February 2020 Senior Indigenous Champion with support from Director HR Operations and RWG


Action 1.5 Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations

Establish and maintain two-way partnerships with Aboriginal and Torres Strait Islander organisations, businesses and/or communities relevant to our sphere of influence to build capacity.

June 2020, 2021 and 2022

Senior Indigenous Champion, RWG, Outreach Coordinator and Mipla Tunapri, with assistance from relevant business areas

Develop and implement an engagement plan to work with Aboriginal and Torres Strait Islander stakeholders and organisations.

June 2020

Meet with local Aboriginal and Torres Strait Islander organisations and representatives to develop guiding principles for future engagement.

June 2020, 2021 and 2022

Publicly acknowledge the contributions of Aboriginal and Torres Strait Islander organisations that share intelligence, or provide assistance, that results in publicised enforcement action against traders targeting Aboriginal and Torres Strait Islander community groups.1

June 2020, 2021 and 2022

1 Unfortunately some businesses or individuals engage in conduct that is targeted at exploiting or has a particular impact on Indigenous consumers such as misrepresentations or pressure selling in door to door selling in communities. The ACCC will often investigate and take action, including in court, where breaches of consumer law are identified.


Action 1.6 Actively consult and collaborate with Aboriginal and Torres Strait Islander groups about relevant consumer and regulatory issues

Maintain and strengthen relationships, including bilateral and multilateral co-operation, with relevant Consumer Consultative Committee members such as ICAN, Legal Aid services, Aboriginal legal services, financial counsellors, ASIC, state and territory ACL regulators and other key stakeholders who can assist the ACCC and AER to implement our Indigenous Consumer Strategy.

June 2020, 2021 and 2022

Senior Indigenous Champion, RWG, Outreach Coordinator, Mipla Tunapri and Executive General Manager (EGM) Enforcement

Undertake community visits, including in regional and remote areas, and collaborate with partner organisations to deliver services to Aboriginal and Torres Strait Islander consumers and contribute to compliance and enforcement outcomes:

� Engage in at least nine community visits each year with at least six visits in the NT and in Qld, and at least three visits across WA/SA, NSW/ACT, and Vic/Tas.

June 2020, 2021 and 2022

Maintain the transition of local initiatives to more national ones (for example, the Tiwi Islands Facebook page was a pilot initiative in the community to build relationships and deliver consumer rights services to the Aboriginal and Torres Strait Islander community). Specifically, increase the number of outreach initiatives outside of the NT.

June 2020, 2021 and 2022

Senior Indigenous Champion


RespectEmployees are encouraged to improve their knowledge and understanding of, and respect for, Aboriginal and Torres Strait Islander cultures and histories. Building respectful relationships and developing knowledge of Aboriginal and Torres Strait Islander histories and cultures allows us to better meet the needs of Aboriginal and Torres Strait Islander peoples, both as consumers and employees.

Having a respectful culture within the workplace makes the ACCC and AER a desirable place to work for current and prospective Aboriginal and Torres Strait Islander employees. Building respect for Aboriginal and Torres Strait Islander cultures within the organisation also brings us a step closer to building this respect within the broader Australian community.

Action 2.1 Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning

Conduct a review of cultural learning needs within our organisation.

June 2020 Director HR Operations, Senior Indigenous Champion, RWG, Mipla Tunapri and Strategic communications

Ensure there are no barriers to employees participating in cultural learning activities.

June 2020 Director HR Operations, Senior Indigenous Champion, RWG, Mipla Tunapri and Strategic communications

Develop, implement and communicate a cultural learning strategy for our employees in consultation with local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors.

June 2021 Director HR Operations, Senior Indigenous Champion and RWG, Mipla Tunapri

Ensure active participation in cultural awareness training, across the learning options is undertaken by at least 25 per cent of employees in 2020–2022, and a further 25 per cent in 2021–22.

June 2020, 2021 and 2022

Director HR Operations


Action 2.1 Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning

Facilitate at least three face-to-face cultural awareness training sessions per year and, where budget permits, extend face-to-face sessions. The EMB and senior management group will attend these sessions and promote and prioritise employee attendance

July 2020, 2021 and 2022


Provide an eLearning module and encourage all new employees to undertake cultural training as part of their induction process.

July 2020 Director HR Operations, with support from Director Learning and Development

Managers of Aboriginal and Torres Strait Islander employees and employees with direct interaction with Aboriginal and Torres Strait Islander communities will be expected to undertake appropriate cultural awareness training.

June 2020, 2021 and 2022

Director HR Operations and managers of Aboriginal and Torres Strait Islander employees

Educate senior leaders on the effects of racism and intergenerational trauma as part of cultural awareness learning.

June 2020, 2021 and 2022


Maintain a page on the intranet for employees to access cultural resources including material such as articles, presentations, event announcements, and partner/support links.

February 2020, 2021 and 2022


Encourage employees to participate in the Jawun program, aiming for at least one participant per year.

January 2020, 2021 and 2022

Senior Indigenous Champion and Director HR Operations


Action 2.2 Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week

Promote, support and encourage:

� all employees and senior leaders to participate in at least one external event for NAIDOC Week to raising awareness about pride, recognition and celebration of Aboriginal and Torres Strait Islander peoples, cultures and histories.

Week from first Sunday in July each year. 2020, 2021 and 2022

Senior Indigenous Champion with support of RWG and Director HR Operations

NAIDOC Week events:

� host at least one internal event for NAIDOC week in consultation with Aboriginal and Torres Strait Islander stakeholders

� invite external stakeholders to internal events and consider partnering with another agency for at least one NAIDOC event

� circulate resources and promote participation in NAIDOC and other internal events.

Week from first Sunday in July each year. 2020, 2021 and 2022

RWG members with support of Director HR Operations

Action 2.3 Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols

Develop, implement and communicate a protocol document, including protocols for Welcome to Country and Acknowledgement of Country.

June 2020 Mipla Tunapri, Senior Indigenous Champion and RWGIncrease employee understanding of the purpose and

significance behind these cultural protocols through ACCCess stories and intranet information.

June 2020, 2021 and 2022

Include an Acknowledgement of Country, or other appropriate protocols, at the commencement of important meetings. Where practical, invite a local traditional owner or custodian to provide a Welcome to Country at significant events.

From January 2020

Senior Indigenous Champion with support from RWG

Maintain use of an official email signature block containing an Acknowledgement of Country and also promote special taglines for events such as NAIDOC and NRW.

From June 2020


Name meeting rooms with Aboriginal and Torres Strait Islander names when relocating to new office space in consultation with local traditional custodians.

From January 2020

Site leaders in each office location

Display Aboriginal and Torres Strait Islander flags or other cultural items in all new offices.

July 2022


OpportunitiesThis RAP commits the ACCC and AER to increasing opportunities for Aboriginal and Torres Strait Islander employees. By providing increased employment opportunities for Aboriginal and Torres Strait Islander peoples the ACCC and AER will assist in addressing disadvantage as well as help to build relationships with Aboriginal and Torres Strait Islander communities.

This RAP provides a framework to meet these goals and helps to ensure that the knowledge, skills, attributes and perspectives that Aboriginal and Torres Strait Islander peoples bring to the organisation are respected and valued.

Action 3.1 Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development

Develop capacity for reporting on current ACCC and AER employee demographics to build understanding of Aboriginal and Torres Strait Islander representation and to inform the need for future employment and professional development opportunities.

June 2020 People and Culture

Engage with Aboriginal and Torres Strait Islander employees to inform the development of an ACCC and AER Indigenous Recruitment, Retention and Professional Development Strategy.

June 2020, 2021

Mipla Tunapri, Director HR Operations

Develop and implement the strategy to:

� build into workforce plans use of affirmative measures and identified positions to increase opportunities for Aboriginal and Torres Strait Islander employees.

� establish clear development pathways for Aboriginal and Torres Strait Islander entry level program participants

Directors HR Operations and L&D with support from Senior Indigenous Champion and RWG

� aim to increase Aboriginal and Torres Strait Islander representation across all classifications in our workforce with:

January 2022 Directors HR Operations

– placing strategies to support Aboriginal and Torres Strait Islander employees to be at APS6 level or above.

June 2021

Advertise job vacancies to more effectively reach Aboriginal and Torres Strait Islander applicants.

January 2020, 2021 and 2022

Director Recruitment and Payroll

Promote ACCC and AER flexible working arrangements and leave provisions to support employees returning to Country where operationally practicable.

June 2020 Director HR Operations


Action 3.2 Provide employees and external Aboriginal and Torres Strait Islander candidates with opportunities to undertake work-based exchanges

Actively promote the ACCC and AER through Commonwealth public service employment programs such as IAGDP and the APSC Pathways graduate program.

Ensure provision of pastoral care/support and development opportunities for employees engaged under these programs:

� Seek at least one placement annually across the IAGDP and APSC Pathways graduate programs.

� Continue participation in the CareerTrackers Indigenous Internship program with approximately six participants per rotation.

February– July 2020, 2021 and 2022 (IAGDP and Pathways)

Director HR Operations, Director Recruitment and Payroll and Senior Indigenous Champion

Endeavour to have at least one secondment per year out, or in, with one of the following agencies:

� ICAN, Legal Aid services, Aboriginal legal services, money management workers, financial counsellors, ASIC, fair trading agencies or other key stakeholders.

February 2022 Senior Indigenous Champion

Action 3.3 Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes

Ensure compliance with the Indigenous Procurement Policy.

July 2020 Director Finance (Procurement)

Develop/maintain commercial relationships with Aboriginal and/or Torres Strait Islander businesses.

July 2020, 2021 and 2022

Director Finance (Procurement)

Explore options for engaging with Aboriginal and Torres Strait Islander legal professionals consistent with legal panel arrangements.

July 2021 Deputy General Counsel

Establish connections with Indigenous legal services and representative groups and identify opportunities for using Indigenous legal service available through existing panel firm arrangements (such as Jaramer Legal through Norton Rose Fulbright).

July 2021

Promote access to businesses through Supply Nation.

July 2020, 2021 and 2022

Director Procurement

Amend procurement guidance materials to promote Supply Nation and encourage procurement of goods and services from Aboriginal and Torres Strait Islander businesses to employees.

July 2021 Director Procurement


Action 3.4 Undertake compliance and enforcement action to uphold the consumer rights of Aboriginal and Torres Strait Islander peoples

Undertake compliance and enforcement actions in accordance with the stated enduring Compliance and Enforcement priority area for matters that affect Aboriginal and Torres Strait Islander consumers.2 The ACCC has recognised that compliance and enforcement activities in relation to the consumer welfare of Aboriginal and Torres Strait Islanders are an enduring priority.

June 2020, 2021 and 2022

Executive General Manager (EGM) Enforcement

Communicate enforcement outcomes through various Aboriginal and Torres Strait Islander media outlets to better inform consumers and traders.

June 2020, 2021 and 2022

EGM Enforcement with Strategic Communications

Continuously improve access to ACCC and AER services for Aboriginal and Torres Strait Islander consumers measured by contacts to Indigenous hotline, number of complaints involving Aboriginal and Torres Strait Islander consumers, number of visits and use of Aboriginal and Torres Strait Islander media.

June 2020, 2021 and 2022

EGM Enforcement supported by Infocentre

2 Each year the ACCC undertakes a strategic review relating to its compliance and enforcement work and determines priorities for the year ahead. The ACCC will give additional attention and activity in these areas. The ACCC has identified a number of enduring priorities that continue beyond the yearly priority including activity that addresses conduct affecting Indigenous Australians.

https://www.accc.gov.au/about-us/australian-competition-consumer-commission/compliance-enforcement-policy-priorities


GovernanceAction 4.1 Provide appropriate support for effective implementation of RAP commitments

Define resource needs for RAP implementation. July 2020, 2021 and 2022


Engage our senior leaders and other employees in the delivery of RAP commitments.

June 2020, 2021 and 2022

RWG and Senior Indigenous Champion

Define and maintain appropriate systems to track, measure and report on RAP commitments.

July2020, 2021 and 2022

Senior Indigenous Champion and Director HR Operations

Report on RAP commitments to Diversity and Inclusion Reference Group and EMB.

Maintain the appointment of an internal RAP Champion from senior management.

June 2020, 2021 and 2022

Chief Operating Officer

Action 4.2 Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally

Publicly report our RAP achievements, challenges and learnings.

September 2020, 2021 and 2022

Director HR Operations with support of RWG

Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia.

September 2020, 2021 and 2022


Investigate participating in Reconciliation Australia’s biennial Workplace RAP Barometer.

May 2020 RWG with support of Director HR Operations

Report RAP progress to all employees and senior leaders quarterly via EMB and the Diversity and Inclusion Reference Group (DIRG).

March, June, September, December 2020, 2021 and 2022

Director HR Operations and Senior Indigenous Champion

Action 4.3 Continue our reconciliation journey by developing our next RAP

Register via Reconciliation Australia’s website to begin developing our next RAP.

December 2021


Contact detailsName: Merisha Percival/Kate Dunlop

Position: Director People and Culture

Phone: (02) 6243 1164/1333

Email: [email protected]

https://www.reconciliation.org.au/reconciliation-action-plans/submit-your-rap/

innovate - accc.gov.au and aer rap 2020-2022… · innovate reconciliation action plan february...

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