RECONCILIATION ACTION PLAN - Monadelphous · 2018-05-14 · implements its third Reconciliation...

RECONCILIATION ACTION PLANDECEMBER 2017 – DECEMBER 2020

2 | Monadelphous Reconciliation Action Plan 2017– 2020

ContentsOur values 4

Acknowledging Country 5

Our business 5

Our vision 5

Message from the Managing Director 6

Message from Reconciliation Australia 7

Our Reconciliation Action Plan 8

Our RAP Committee 11

Our RAP journey 12-13

Relationships 14-15

Respect 16-17

Opportunities 18-19

Community Partnerships and Community Investment 20-21

Case Study – Ichthys Project Darwin 22-23

Case Study – Roxby Downs 24-25

Future workforce engagement 26

Tracking and reporting 27

Image: Our excavating crew from our dewatering works at Fortescue Metals Group Solomon site.

Monadelphous Reconciliation Action Plan 2017– 2020 | 3

Safety and Wellbeing

Integrity

Achievement

Teamwork

Loyalty

Our valuesThe Monadelphous values of safety and wellbeing, integrity, achievement, teamwork and loyalty are the foundations of the way we operate and are an integral part of our Reconciliation Action Plan. Internationally renowned, Perth-based Walmajarri artist, Clifton Bieundurry, illustrates our values using traditional and contemporary Aboriginal art symbols.

We commissioned Clifton’s artwork in 2012 and it now greets our visitors who come through our Perth and Brisbane office doors.


Acknowledging CountryWe pay our respects to and acknowledge the Traditional Owners of the lands on which our operations are located throughout Australia and recognise the important roles Aboriginal and Torres Strait Islander peoples perform in our business. We acknowledge the strong relationship that Aboriginal and Torres Strait Islander peoples have with land and sea, and pay our respects to Elders both past and present.

Our business Monadelphous is an Australian engineering group providing construction, maintenance and industrial services to the resources, energy and infrastructure services. We build, maintain and support our customers’ operations through the provision of safe, reliable and cost effective engineering solutions.

Our workforce is made up of approximately 6000 individuals with diverse backgrounds and skill sets. Monadelphous employs more than 200 people of Aboriginal and Torres Strait descent. We believe that diversity enriches our knowledge, capability and experience, and delivers enhanced and more innovative services to our customers.

Monadelphous is headquartered in Perth, Western Australia and has a second corporate office in Brisbane, Queensland, along with numerous regional operational facilities around Australia.

Our visionOur vision for reconciliation is a united Australia which values the heritage and culture of Aboriginal and Torres Strait Islander peoples, celebrates their achievements and contributions. We share the vision presented in the National Indigenous Reform Agreement (2007), and agree that a long-term, generational commitment is required to support reforms aimed at Closing the Gap in inequality and disadvantage.

We respect the original inhabitants of this land and recognise the unique position that Aboriginal and Torres Strait Islander peoples occupy in Australian society. We are committed to working in partnership with Aboriginal and Torres Strait Islander people, businesses and communities to create sustainable pathways for employment, training and skills development. We want our workplace to reflect the diversity of the communities we work in, and we will play our part to ensure that Australia’s Aboriginal and Torres Strait Islander peoples have the same opportunity to enjoy a prosperous and safe future as the broader population.

Our Reconciliation Action Plan (RAP) is based on the establishment of strong partnerships with individuals and community organisations, underpinned by our values.

Image: Our people at Cape Preston NAIDOC flag raising ceremony.


Message from the Managing DirectorI’m very pleased to introduce the new Monadelphous Reconciliation Action Plan, which outlines our commitment to taking positive steps to bridge the inequality between Aboriginal and Torres Strait Islander peoples and the broader population in Australia. Monadelphous is one of Australia’s leading engineering companies, so I firmly believe that we have a responsibility to contribute towards Closing the Gap in Aboriginal and Torres Strait Islander peoples’ disadvantage.

Monadelphous has proudly been involved in Reconciliation Australia’s RAP program since the launch of our first RAP in 2013. This was followed by our second Innovate RAP in 2014. It is very encouraging to know that the strong inroads we made in our first two RAPs have led to this, our new Stretch RAP, which includes even bolder targets that will ensure we establish a sustainable future for Aboriginal and Torres Strait Islander peoples and the businesses we work with. At Monadelphous, my goal is that engagement with Aboriginal and Torres Strait Islander peoples will become ‘business as usual’ and part of the fabric of how we operate.

Our new RAP will continue to focus on relationship building, supplier engagement, employment opportunities and cultural awareness training. We have also placed additional focus on ensuring Aboriginal and Torres Strait Islander communities receive a share of the social and economic benefits derived from the resources industry, as well as providing career development opportunities for our Aboriginal and Torres Strait Islander employees and engaging more Aboriginal and Torres Strait Islander-owned businesses in procurement and subcontracting.

We will continue to work together with local Aboriginal and Torres Strait Islander peoples to ensure that strong relationships form the backbone of everything we do.

Our commitment to work together to build a brighter future for all Aboriginal and Torres Strait Islander peoples remains strong and I encourage all Monadelphous employees, suppliers, partners and customers to fully embrace this important endeavour.

Rob Velletri Managing Director


Message from Reconciliation Australia Reconciliation Australia congratulates Monadelphous on its commitment to reconciliation as it implements its third Reconciliation Action Plan (RAP) since beginning its RAP journey in 2013.

The implementation of a Stretch RAP signifies that Monadelphous is a leading advocate for reconciliation and is dedicated to making progress across the key pillars of the program – respect, relationships, and opportunities.

Monadelphous understands the importance of building and maintaining respectful relationships with Aboriginal and Torres Strait Islander peoples, organisations and communities, in order to produce mutually beneficial outcomes. It champions these relationships by committing to continue its support and promotion of National Reconciliation Week (NRW) by hosting two internal events annually.

Respect for Aboriginal and Torres Strait Islander peoples, histories and cultures is key to Monadelphous’ core values and vision for reconciliation. This is exemplified by its aim to include an Acknowledgement of Country at the commencement of important internal and external meetings.

Monadelphous 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 its Indigenous employment rate to 3 per cent of its total workforce.

On behalf of Reconciliation Australia, I commend Monadelphous on this Stretch RAP, and look forward to following its ongoing reconciliation journey

Karen Mundine Chief Executive Officer Reconciliation Australia


Our Reconciliation Action PlanOur Stretch RAP 2017-2020 was developed in consultation and collaboration with a number of internal and external stakeholders including Reconciliation Australia, Chevron, Woodside and Fortescue Metals Group. We would also like to acknowledge Noongar elder Dr Robert Isaacs (OAM, JP), the 2015 Western Australian of the Year and 2016 National NAIDOC Male Elder of the Year, who provided advice and guidance in the development of our RAP.

Key challenges, learnings and achievementsWork-ready employeesOne of the most significant challenges in the early stages of our RAP implementation was limited access to work-ready Aboriginal and Torres Strait Islander employees who could move into new roles in remote working environments. We worked closely with employment service providers to overcome that challenge, and then turned our focus to ensuring opportunities for ongoing development and training. This has resulted in a number of Aboriginal and Torres Strait Islander employees being offered cadetships, apprenticeships and traineeships at various project sites and offices around Australia.

Commitment A strong level of commitment from all levels of the organisation is critical to successfully translating our commitments and strategies into tangible and sustainable outcomes for local communities, people and businesses. Our Stretch RAP will focus on maintaining and continuously improving our employees’ awareness and ownership of our RAP commitments through activities supported by an organisational-wide implementation strategy, and events which celebrate the richness and diversity of Aboriginal and Torres Strait Islander cultures. We have appointed the General Manager, Human Resources as our inaugural RAP Champion.

Employment and community investment opportunitiesOur past two RAPs have included a strong focus on the creation of sustainable, long-term employment and training opportunities for Aboriginal and Torres Strait Islander peoples living locally to our operations. This focus has been very successful, with an increasing proportion of Aboriginal and Torres Strait Islander peoples working on our major projects.

Our new RAP continues to focus on employment and training opportunities, with additional focus on the implementation of sustainable community investment activities and increased opportunities for Aboriginal and Torres Strait Islander businesses to participate in the opportunities associated with our contracts.

Image: Sub-contractors from Koodaideri contracting with our Engineering Construction team on site.




Our RAP Committee

Role of the RAP CommitteeThe RAP Committee is composed of Monadelphous personnel from a range of positions and seniority across the business. We will continue to broaden Aboriginal and Torres Strait Islander representation in line with our commitment to having three people of Aboriginal and Torres Strait Islander descent on the RAP Committee. The Committee established the RAP and acts as the governing body of decision-makers and fundamental influencers, responsible for raising awareness of our commitments to reconciliation, throughout the business.

In addition to raising awareness of our reconciliation commitments, the RAP Committee meets four times a year to discuss the commitments made in the RAP, measures how the business is tracking against our commitments, and evaluates future means of continuous improvement of our RAP objectives and employees’ awareness and ownership of those commitments.

Rob AllenSenior Indigenous Advisor

Zoran BebicExecutive General Manager – Maintenance and Industrial Services

Dino FotiExecutive General Manager – Engineering Construction

Dean Brajevic General Manager – Human Resources

Jim AtkinsonSenior Local Content Advisor

Matt MacFaralaneLocal Content Coordinator

Image: A town hall celebration was conducted at Barrow Island which included a presentation by Water Operator and Aboriginal mentor Matt MacFarlane (pictured right) and the drawing of a raffle for two Indigenous Round AFL guernseys. The raffle raised $800.


Our RAP journey

Larrakia Program, Darwin, Northern Territory. Two apprentices and one trainee commence at the Darwin Workshop. All graduates retained in permanent trades / administration roles.

Apprentice sourced from Rio Tinto Pre-Employment Program in Karratha, Western Australia. Retained in a permanent trades role.

Red Mulga capacity-building program commences at Roxby Downs, South Australia.

Sponsorship support for NAIDOC Week activities in Karratha and Roebourne commenced.

Monadelphous signs with the Australian Employment Covenant and commits to 100 positions for Aboriginal and Torres Strait Islander job seekers.

Senior Advisor Indigenous Program appointed.

Commencement of formal Indigenous Engagement Program.

First Indigenous Trainee employed in the Monadelphous head office (Perth, Western Australia).

Appointment of Indigenous person as dedicated Indigenous recruiter.

To promote our commitment to diversity we commissioned Perth-based Walmajarri artist Clifton Bieundurry to depict our values using traditional and contemporary Aboriginal art symbols. The artwork encompasses the five key values that drive everything that Monadelphous does and the artwork was unveiled at our inaugural RAP launch, and is displayed in in head office foyers in Perth and Brisbane. The artwork includes explanations of how the work depicts the Monadelphous values and how those values can be applied to all Aboriginal and Torres Strait Islander society.

Participation in the QGC QCLNG Workstars Training program. Rigger/ scaffolder/ crane driver engaged via this program was retained in a permanent role.

Monadelphous’ first Reconciliation Action Plan Reflect released.

First Aboriginal and Torres Strait Islander engineering cadet engaged through the Queensland University of Technology.

Sponsorship of annual Wirrpanda Foundation Dinner commences.

Aboriginal and Torres Strait Islander employment participation reaches 220.

Monadelphous commences annual support for Reconciliation Week Street Banner Project in Perth, Western Australia.

Participation in Kellogg Joint Venture Trades Assistant Program Roebourne TAFE (Minurmarghali Mia) campus, with two employees engaged via this program.

2011

2012

2013


2015

Monadelphous’ second Reconciliation Action Plan Innovate released (2014–16).

Sponsorship support of Top End NAIDOC Week activities in Darwin, Northern Territory, commences.

Commenced attending Local Contracting Alliance Aboriginal and Torres Strait Islander Business Engagement Forums (March 2014).

Commenced attending Supply Nation Aboriginal and Torres Strait Islander business events (April 2014).

Narbil Traineeship program – Gladstone, Queensland, branch.

Sponsorship of Roebourne Ngarda Media Aboriginal and Torres Strait Islander Radio station launch.

Second Aboriginal and Torres Strait Islander engineering cadet engaged through Curtin University

(Perth, Western Australia).

First Aboriginal and Torres Strait Islander engineering cadet completes studies, joins Graduate Program.

Community investment strategy implemented.

Future workforce engagement strategy commenced.

Strategic subcontract partnership implemented in Onslow to build capacity of a local Traditional

Owner business.

Six Aboriginal and Torres Strait Islander businesses were engaged to provide goods and services to

contracts in the Pilbara region of WA and the Northern Territory. Goods and services were provided in the areas of vehicle tyres, electrical, civil construction,

plumbing, stationary and office supplies and cleaning services.

Welcome to Country delivered at NAIDOC Week events around the country and at the Maintenance and

Industrial Services Division’s annual HSE Conference.

Stronger focus on Aboriginal and Torres Strait Islander subcontracting and supply chain opportunities.

2014 2016

Reconciliation Action Plan 2014 – 2016Relationships | Respect | Opportunities


RelationshipsMaintaining and enhancing respectful relationships with communities local to our operations creates a strong foundation for mutually beneficial, sustainable opportunities.

We are committed to working in partnership with Aboriginal and Torres Strait Islander peoples in the communities in which we operate, so that we understand their needs and aspirations and can reflect these in our working relationships. Our RAP Committee will drive internal and external awareness of our RAP and we will provide opportunities for our employees to be involved in events that enhance their understanding, and provide opportunities to demonstrate commitment and support for our RAP activities.

Highlights from our Innovate RAP 2014 – 2016Active involvement and contribution to remote communities and the Traditional Owners of the land through local event sponsorships including:

• Aboriginal community based media outlet, Ngaarda Media, which was launched in 2014

• Continued sponsorship and attendance of the annual Mangabura Gumagarrigu, Roebourne Women’s Dinner since 2009


Actions 2017 – 2020

Action Deliverable When Responsibility

RAP Steering committee supports and promotes the implementation, progress and evolution of the RAP

RAP Committee endorse and launch RAP December 2017 General Manager – Human Resources

Actively monitor progress against RAP commitments, report to the leadership team and communicate progress to all employees

March 2018, 2019 Managing Director

RAP Committee meets four times per yearMarch, June, September, December 2017– 2020

General Manager – Human Resources

Establish Charter for the RAP Committee July 2018 General Manager – Human Resources

Appoint three people of Aboriginal and Torres Strait Islander descent to the RAP Committee July 2018 General Manager – Human Resources

Raise internal and external awareness of our RAP to promote reconciliation across our business and industry

Develop, implement and review a strategy to communicate our RAP to all relevant internal and external stakeholders

December 2017 Manager – Marketing and Communications

Engage all Monadelphous Executive Management Team in the delivery of RAP outcomes December 2017 Managing Director

Celebrate National Reconciliation Week (NRW) – Provide opportunities to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other employees

Organise two internal NRW events during Reconciliation Week27 May – 3 June

2018– 2020General Manager – Human Resources

Register all NRW events on the Reconciliation Australia website27 May – 3 June


Promote NRW through internal communications and encourage employees, including senior leaders, to participate in external events to recognise and celebrate NRW

27 May – 3 June 2018– 2020

Manager – Marketing and Communications

Ensure our RAP Committee participates in one external NRW event each year27 May – 3 June


Develop mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support sustainable, positive outcomes

Meet with Aboriginal and Torres Strait Islander organisations in a minimum of three locations to develop guiding principles for future Aboriginal and Torres Strait Islander strategy development

December 2018 Aboriginal and Torres Strait Islander Advisor

Establish a minimum of four formal two-way partnerships to build capacity in Aboriginal and Torres Strait Islander organisations and / or communities in the locations in which we operate


Maintain and review our engagement plan to continue to work with our Aboriginal and Torres Strait Islander stakeholders


Implement sustainable community investment activities in at least three locations December 2019 Aboriginal and Torres Strait Islander Advisor

Image: Permanent Aboriginal boilermaker welder, Kody Ware, enjoying the launch activities of Ngaarda Media in Roebourne, Western Australia.


Image: Ballardong Noongar man Oral McGuire delivers a Welcome to Country at the 2016 Annual Maintenance and Industrial Services Health, Safety and Environment Conference.

RespectRespect is the cornerstone on which relationships are built and, in turn, opportunities are created.

We remain committed to respecting and acknowledging Aboriginal and Torres Strait Islander Cultural protocols and ways of working. Our company values are integral to the respect we show the traditional custodians on the land upon which we work.

Highlights 2014 – 2016Some of the key achievements we committed to, to deepen our respect in our 2014 – 2016 Innovate RAP include:

• Celebrated National Aboriginal and Islander Day Observance Committee (NAIDOC) Week with events at 18 of our major office, regional and project sites across Australia

• Acknowledged the Traditional Owners of the land through Welcome to Country addresses at Monadelphous-led events including our annual Maintenance and Industrial Services Conference

• Continued our involvement in regional community engagement events including the Top End NAIDOC Week activities such as the Northern Territory Stolen Generation support events, the Bagot Community Family Day and the national NAIDOC Ball

• Provided opportunities for all employees to attend Cultural Awareness Training at both regional office and sites, as well as in the Perth and Brisbane offices.


Actions 2017 – 2020

Action Deliverable Timeline Responsibility

Increase our employees’ knowledge and understanding of Aboriginal and Torres Strait Islander cultures, histories and achievements

Executive Management Team to undertake at least one cultural learning activity per year, including at least one cultural immersion activity over the course of this RAP

December 2018 – 2020

Managing Director

Review current handbook for supervisors and managers outlining cultural protocols in the effective supervision of Aboriginal and Torres Strait Islander employees

June 2018 General Manager – Human Resources

Review our current cultural awareness training strategy and materials to ensure the best application of our Cultural Awareness training delivery model

June 2018 Manager – Learning and Development

Cultural awareness program to include an e-Learning cultural awareness package to be built into our induction process June 2018 Manager – Learning and Development

e-Learning cultural awareness training package delivery targets:

• 20 per cent of employees by June 2018• 50 per cent of employees by December 2019

December 2019 General Manager – Human Resources

Provide opportunities for all employees to attend Cultural Awareness Training both at sites and regional offices and in the Perth and Brisbane offices

• 10 per cent of employees by June 2018• 20 per cent of employees by December 2019

December 2019 General Manager – Human Resources

Liaise with local Traditional Owner groups to develop a Cultural Awareness program for all employees in that location or site in a minimum of two locations

December 2018 – 2020

Aboriginal and Torres Strait Islander Advisor

All RAP Committee members to undertake at least one cultural learning activity per yearDecember

2018 – 2020Aboriginal and Torres Strait Islander Advisor

Engage employees on the significance of Aboriginal and Torres Strait Islander cultural protocols such as Welcome to Country and Acknowledgement of Country to ensure there is a shared understanding

Develop, communicate and implement a cultural protocol document March 2018 General Manager – Human Resources

Develop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships June 2018 Aboriginal and Torres Strait Islander Advisor

Invite a Traditional Owner to provide a Welcome to Country for a minimum of one significant event per year such as NAIDOC Week and Reconciliation Week

June 2018 Aboriginal and Torres Strait Islander Advisor

Continue to display Welcome to Country plaques in our Perth and Brisbane reception foyersDecember

2018 – 2020Managing Director

Embed Aboriginal and Torres Strait Islander Cultural protocols within a protocol document relevant to State and/or Territory and specific local communities

July 2018 – 2020 General Manager – Human Resources

Invite Traditional Owners into our office at least once per annum to communicate wtih employees the significance of Welcome to Country and Acknowledgement of Country


Celebrate NAIDOC Week and provide opportunities for Aboriginal and Torres Strait Islander staff to engage with culture and community during NAIDOC Week

The General Manager Human Resources to communicate the theme of each year’s NAIDOC Week prior to the event and encourage local celebrations to take place

June 2018 – 2020


All sites will be provided with supporting materials related to the theme of NAIDOC Week to support their presentations, posters supporting the event and a suggestion of activities that could be implemented to raise awareness of NAIDOC Week

June 2018 – 2020

Aboriginal and Torres Strait Islander Advisor

All sites will be encouraged to raise the Aboriginal and Torres Strait Islander flags at the commencement of NAIDOC Week July 2018 – 2020 Divisional Executive General Managers

In consultation with Aboriginal and Torres Strait Islander and Torres Strait Islander peoples hold at least ten internal NAIDOC Week events


Approach Traditional Owner employees to deliver Welcome to Country and give their perspective on the relevance and importance of NAIDOC Week


Support all staff to participate in NAIDOC Week events in the communities in which we operate July 2018 – 2020 General Manager – Human Resources

Continue to sponsor a minimum of two local community NAIDOC Week events per annum July 2018 – 2020 General Manager – Human Resources

Review HR Policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week July 2018 –2020 General Manager – Human Resources


OpportunitiesThrough the provision of long-term, sustainable opportunities for local Aboriginal and Torres Strait Islander communities, peoples and businesses we strengthen our relationships with local communities whilst actively demonstrating our commitment to reconciliation.

In our 2016 Annual Report Monadelphous highlighted our commitment to ensuring our workforce is reflective of the communities in which we operate, inclusive of people with diverse cultures, backgrounds and skill sets We believe this diversity enriches our breadth of knowledge, capability and experience. Our RAP assists us in ensuring this commitment is fulfilled whilst also creating opportunities for communities and supply chain diversity.

High retention rate across all operations – overall 85%.

Port Hedland Inner Harbour (Finucane Island and Nelson Point) – 115 Aboriginal and Torres Strait Islander employees totalling 8% of the total workforce.

M Maintenance Barrow Island – 27 Aboriginal and Torres Strait Islander employees totalling 6% of the total workforce.

Ichthys MEC-2 – 50 Aboriginal and Torres Strait Islander employees totaling more than 6% of the total workforce.

Cape Preston – 7% of the total workforce.

M&IS Darwin Workshop – Six Aboriginal and Torres Strait Islander employees totalling 10% of the total workforce.

Cape Lambert – 6% of the total workforce.

Strong track record in the provision of long-term career outcomes and

further development for graduates of employment and training programs.

20% Of our 44 apprentices and trainees, 20% are of Aboriginal and Torres Strait Islander decent

97.2%

2.8%

Aboriginal and Torres Strait Islander peoples make up 2.8% of the

Australian population. Source: 2016 Census.

Highlights 2014 – 2016Some of the opportunities we committed to in our 2014 – 2016 Innovate RAP include:

• Increased the number of Aboriginal and Torres Strait Islander employees engaged across our office and project sites

• Continued to offer cadetships, traineeships and apprenticeships for Aboriginal and Torres Strait Islander peoples across our operational sites

Employment and Training Successes


Engagement of Kulbardi for office and stationery suppliesMonadelphous’ relationship with Kulbardi has been developing steadily since 2015. Three of our projects now use Kulbardi exclusively for the supply of their products and this relationship will continue to expand as new projects commence.

Our relationship with Kulbardi is based on strong business principles of honesty and economic competitiveness and the relationship has set a benchmark for our engagement with other Aboriginal and Torres Strait Islander owned businesses.

Kulbardi CEO Kim Collard (pictured right) tells us, “As the CEO of Kulbardi, Australia’s largest Aboriginal and Torres Strait Islander office stationery supplier, I cannot express to you enough the importance of providing our products and services to Monadelphous.”

By Monadelphous procuring the products and services of Kulbardi we are contributing to the bigger picture of wealth creation of Aboriginal and Torres Strait Islander businesses, contributing to the process of reconciliation and ‘closing the gap’ of life expectancy between Aboriginal and Torres Strait Islander and non-Aboriginal and Torres Strait Islander communities.

Actions 2017 – 2020


Increase Aboriginal and Torres Strait Islander recruitment and retention

Maintain our current participation level of 2.5 per cent of the total workforce December 2017 General Manager – Human Resources

Increase overall Aboriginal and Torres Strait Islander employment to 3 per cent of total workforce December 2018 General Manager – Human Resources

Maintain an Aboriginal and Torres Strait Islander employee retention rate that is no less than the overall Company retention rateDecember

2017 – 2020General Manager – Human Resources

Review and update current Aboriginal and Torres Strait Islander Engagement Strategy document that will include an Aboriginal and Torres Strait Islander employee retention strategy

March 2018 Aboriginal and Torres Strait Islander Advisor

Focus on increasing the number of Aboriginal and Torres Strait Islander employees in professional rolesDecember


Offer ongoing pathways to Aboriginal and Torres Strait Islander Trainees and Cadets upon completion of their qualificationJanuary


Engage two Aboriginal and Torres Strait Islander University students on Cadetships on an ongoing basis February 2018 Aboriginal and Torres Strait Islander Advisor

Continue to provide upskilling opportunities to Aboriginal and Torres Strait Islander employeesMarch

2018 – 2020Senior Managers and Project Managers

Increase Aboriginal and Torres Strait Islander supplier diversity

Develop, Implement, review and update Monadelphous’ Aboriginal and Torres Strait Islander procurement strategy June 2018 Manager – Procurement and RAP Committee

Invite five Aboriginal and Torres Strait Islander owned businesses per annum to tender for preferred supplier agreementsDecember

2018 – 2020Manager – Procurement

Develop at least five new commercial relationships with Aboriginal and Torres Strait Islander and/or Torres Strait Islander businessesDecember

2018 – 2020Manager – Procurement

Implement Strategic partnerships/Joint Ventures with a minimum of three Aboriginal and Torres Strait Islander owned Businesses June 2019Manager – Procurement, General Managers and Senior Managers

Business managers to work with Aboriginal and Torres Strait Islander and Torres Strait Islander businesses to help build capacity in their business

June 2019 Manager – Procurement


Community Partnerships and Community InvestmentCommunity Partnerships Community partnerships play a major role in the ability of Monadelphous to develop and maintain relationships with Traditional Owners in the places where we work. To date these partnerships have been both formal and informal with a diverse range of organisations and programs and have included artist groups, women’s leadership programs, sporting clubs, social groups and numerous events.

Partnerships provide Monadelphous the opportunity to contribute to positive outcomes in the community with leadership and direction from individuals and groups with deep understanding of local experience. Our community partnerships are intentionally varied, and recognise the knowledge, skill and expertise that community development practitioners provide.

Community partnerships provide context, and support our sense of shared responsibility. We look to support positive outcomes in early childhood, education, health and wellbeing, economic participation, gender equality, governance and leadership and justice.

Community Investment Community investment takes the form of financial and non-financial commitment to our community partners. By providing resources to grass-roots activities and programs, we support self-determination and agency in the communities where we work.

Investment of time, knowledge, physical and financial resources are determined with community partners to achieve optimal pathways to success. Investment decisions take into account both short-term and long term impacts to individuals and groups, their alignment with our core values and the manner in which they address immediate challenges and/or their sustainability over time.


Actions 2017 – 2020


Develop and trial community partnerships in consultation with Traditional Owners that address challenges in one or more areas of; early childhood, education, health and wellbeing, economic participation, gender equality, governance and leadership and justice.

Co-created programs in at least three locations, led by Traditional Owners as Community Partners December 2018 Divisional Executive General Manager

Roebourne Women’s Employment Workshop and DinnerMonadelphous supports the Ngarluma traditional-owner women, through the Ngarluma Aboriginal Corporation, at Roebourne in the Pilbara region of Western Australia.

Through this association Monadelphous participates in, and provides funding for, the annual Roebourne Women’s Employment Workshop and Mangabura Gumagarrigu, the Roebourne Women’s Dinner.

The employment workshop has a range of representatives and aims to eliminate barriers to Pilbara Aboriginal people entering the workforce.

Monadelphous has participated in the workshop since 2010 and contributed to improving employment outcomes for traditional owners and other Aboriginal women, developing networks for local women and furthering their linkages with industry groups and government providers.

Our links with the Ngarluma Aboriginal Corporation have been strategic in establishing training and development opportunities in the region including the Chevron, Rio Tinto and Woodside programs.

Dare to DreamMonadelphous supports the annual David Wirrpanda Foundation “Dare to Dream” corporate dinner as part of our commitment to sustainable Aboriginal engagement.

The dinner, held in Perth in November each year, has been a huge success with more than 370 guests enjoying fine food and wine and great entertainment from local artists.

The David Wirrpanda Foundation aims to improve the life outcomes of Indigenous children by promoting strong role models and healthy life choices.

David, a former AFL West Coast Eagles footballer, is a role model and director of the foundation.

Supporting Ngarluma since 2010


Darwin

Case Study – Ichthys Project Darwin Monadelphous was first awarded a contract at the INPEX-led Ichthys Project Onshore LNG Facilities in early 2013 for the construction of the gas export pipeline. Since that time, we have been awarded further major mechanical works, along with packages on the power generation system and cryogenic tanks.

In all packages there has been significant Aboriginal and Torres Strait Islander peoples employed who represent approximately six per cent of the total workforce. In real numbers this represents an Aboriginal and Torres Strait Islander workforce of over 50.

The majority of those employed have been from the Darwin region, confirming Monadelphous’ policy of local employment with the intention where possible of offering on-going employment opportunities once the project moves into an operational phase. In order to achieve this career development there has been a focus on training and up-skilling as well as maintaining a strong retention focus for our Aboriginal and Torres Strait Islander employees.

Success factors• Strong leadership and support from site management and recruitment department

• The appointment of two Aboriginal and Torres Strait islander mentors to support the workforce

• Cultural Competency workshops delivered to Supervisors by a Larrakia Traditional Owner person

• Training and up-skilling which allowed for the development of employees, allowing them to move into a variety of roles

• A dedicated Aboriginal and Torres Strait Islander recruitment person responsible for engaging Aboriginal and Torres Strait Islander employees

Highlights • Aboriginal and Torres Strait Islander employment in a wide range of roles from

supervisors, qualified tradespeople, health and safety advisors as well as entry level roles

• Three Aboriginal and Torres Strait Islander trainees in the disciplines of health, safety and environment, logistics and warehousing and business administration

• The engagement of qualified Aboriginal and Torres Strait Islander tradespeople as well as four apprentices in the fields of boilermaker welding and mechanical fitting

• Engaging six Aboriginal and Torres Strait Islander owned businesses to supply goods and services on the project including Redline Plumbing (services), KOI Scaffolding and Barda Contractors (goods).

The overall success of the Aboriginal and Torres Strait Islander Program on Ichthys is a result of a project-wide approach to inclusivity where employees feel welcome and valued for their contribution.


Shane Appo Rigger – Ichthys Project Onshore LNG Facilities

Shane is a Bungalung man and has worked for Monadelphous on the Ichthys Project since early 2015 as a trade assistant but moved into a rigging role after gaining his basic rigging ticket. Shane has continually looked to advance himself and is now an advanced rigger and also has his crane ticket, making him a more versatile worker.

Shane recently attended the Assessment Centre for applicants hoping to secure a position on one of the offshore maintenance contracts that Monadelphous has recently been awarded and he has been progressed to the next stage of the selection process. In the knowledge that there may be positions available offshore Shane has completed his BOSIET (Basic Offshore Safety Induction and Emergency Training) at his own expense.

In addition Shane has been one of our Indigenous mentors on site, supporting other Indigenous workers with any issues or concerns that may arise on site.

Shane is a great example to others that if you make the most of your opportunities then the rewards will follow.

Lynette Fejo Storesperson – Ichthys Project Onshore LNG Facilities

“I am a Larrakia woman and a Traditional Owner of the Darwin region. I live in the Belyuen Community, approximately 100 kilometres south-west of Darwin and work on the Ichthys gas project. I have worked on the project for four years and with Monadelphous for the past two years in trade assistant roles and in the warehouse.

It has been great working for Monadelphous. It has allowed me to meet people from all over Australia and overseas and share Indigenous knowledge with those people”.

William Rautoka Warehousing and Logistics – Ichthys Project Onshore LNG Facilities

“I started at Monadelphous on the Ichthys project over two years ago when I took up a traineeship studying a Certificate II in Logistics, working in the stores and the main office on site. I completed the certificate in nine months and then moved into full time employment in the logistics team.

It was always a dream of mine to work as a logistics officer and I have received total support since I started at Monadelphous, especially from my manager and supervisor who always encouraged me to finish the qualification.

Working in a safe environment and feeling like a valued member of a team has made me very happy and I want to stay with Monadelphous for as long as possible.”

William is a Larrakia man from the Darwin region.


Case Study – Roxby Downs The maintenance workshop in Roxby Downs, South Australia was opened in 1988 to support the Olympic Dam operation and Monadelphous continues to have a strong presence in the town today.

Throughout the time Monadelphous has been in Roxby Downs there has been a strong focus on supporting Aboriginal and Torres Strait Islander employment and development opportunities. Monadelphous has employed local Aboriginal and Torres Strait Islander peoples throughout the life of the workshop including Barry Dadleh who has been working in Roxby Downs for over 25 years.

One of the strongest relationships that has been developed in the community has been with Red Mulga which in conjunction with Monadelphous provides employment opportunities for Aboriginal and Torres Strait Islander peoples at Olympic Dam.

Red Mulga specialises in the recruitment of Aboriginal and Torres Strait Islander peoples with a focus on increasing employment opportunities for school leavers. Mentoring, extra training and up-skilling is provided to candidates as well as working closely on work values including commitment, reliability and retention.

Red Mulga establishes strong links within the local communities in which it operates and commits to value-adding to existing community programs and initiatives.

Highlights• An Indigenous Affairs Management Plan has been developed for BHP Billiton’s

Olympic Dam Operations

• Currently, there are nine Aboriginal and Torres Strait Islander employees of which eight are qualified tradespeople in the areas of boilermaking and mechanical fitting and one employee is a project co-ordinator. Many of these have progressed through the Red Mulga program and become valued employees of Monadelphous

• Monadelphous has assisted Red Mulga with development of their HSE, quality and business systems, certifications and documentation

Success factors• Strong leadership on site and support from senior management in the head office

• The training and development of employees to undertake a variety of roles at Olympic Dam ensuring longevity of employment

• Support from Monadelphous and BHP Billiton for Red Mulga employees to lease several houses in Roxby Downs, overcoming the issue of housing shortages in the town


Roxby Downs

Barry Dadleh Site Superintendent

Barry Dadleh has been one of Monadelphous’ longest serving employees in Roxby Downs, having moved to the town 25 years ago after completing his boilermaking apprenticeship. During his time in Roxby Downs Barry has held a number of positions including boilermaker, site supervisor, workshop supervisor, estimator, co-ordinator and superintendent.

Having the opportunity to progress his career has been part of the reason Barry has stayed with Monadelphous but is has been the other, often intangible things, such as the values, the people he gets to work with, and the feeling of belonging that has contributed to Barry staying with Monadelphous.

“Having the opportunity to grow with the company and seeing it expand to what it is today has been great. While Monadelphous is now a big company, it is a company that has maintained its family values.”

Image: BHP Billiton, Monadelphous and Red Mulga recruits.


Future workforce engagementMonadelphous conducts a range of future workforce engagement activities which provide opportunities to learn more about our industry, the careers available and educational pathways of entry for students living locally to our operations.

By engaging in future workforce engagement activities, students gain a greater understanding of the careers available locally as well as the qualifications required to gain entry into our industry. These activities allow Monadelphous and our customers to help grow and develop a skilled local workforce in the areas in closest proximity to our operations.

Future workforce engagement activities include:

• Engagement of school-based trainees and apprentices

• Presentations by Monadelphous employees, including former trainees and apprentices, management and recruitment representatives to provide students with an insight into the careers available locally within our industry and the educational pathways to pursue these careers

• Structured site tours of our customers’ sites where approved and our own operations to provide students with an experiential insight into local career opportunities within the context of the operational environments in which they will be performed

• Dedicated school-based apprenticeships and traineeships

• Work experience placements

• Participation in local ‘try a trade’ and ‘speed careering’ events to give students the chance to experience trades in a real life work setting and provide a better understanding of career opportunities available.

Image: Alysha Tully progressed through our traineeship program and is a mentor for local students.


Tracking and reportingActions 2017 – 2020


Report RAP achievements, challenges and learnings to Reconciliation Australia for inclusion in the RAP Impact Measurement Report

Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia September 2018 – 2020 General Manager – Human Resources

Investigate participation in the RAP Barometer May 2018 – 2020 General Manager – Human Resources

Develop and implement systems and capability needs to track, measure and report on RAP activities September 2018 – 2020 General Manager – Human Resources

Report RAP achievements, challenges and learnings internally and externally

Publicly report our RAP achievements, challenges and learnings. Communicate quarterly updates on RAP progress to all staff. www.monadelphous.com.au

March, June, September, December 2018– 2020


Review, refresh and update RAP

Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements July 2020 General Manager – Human Resources

Send revised draft RAP to Reconciliation Australia for formal feedback and endorsement December 2020 General Manager – Human Resources


Perth Head Office59 Albany HighwayVictoria Park, Western Australia 6100

PO Box 600Victoria Park, Western Australia 6979

P: +61 8 9316 1255F: +61 8 9316 1950E: [email protected]

Monadelphous Group LimitedABN 28 008 988 547

www.monadelphous.com.au

Brisbane OfficeLevel 6, 19 Lang Parade Milton, Queensland 4064

PO Box 1872Milton, Queensland 4064

P: +61 7 3368 6700F: +61 7 3368 6777

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